Space Coast Area Transit Transit Development Plan Major Update FY 2018‐2027 Transit Development Plan

October 2017

Prepared by

Table of Contents

Section 1: Introduction ...... 1 Objectives of the Plan ...... 1 State Requirements ...... 1 Organization of Report ...... 2 Section 2: Baseline Conditions ...... 5 Service Area Description ...... 5 Population Profile ...... 5 Growth ...... 5 Community Profiles ...... 15 Demographic and Journey-to-Work Characteristics ...... 15 Labor Force and Employment ...... 18 Commute Patterns ...... 18 Brevard County Economic Trends ...... 20 Major Employers ...... 20 Tourism ...... 20 Transportation Disadvantage Population ...... 21 Land Uses and Densities ...... 23 Land Use Trends ...... 23 Section 3: Existing Transit Services ...... 27 Transit Service Overview...... 27 Ridership Trends ...... 29 Vehicle Inventory ...... 30 Other Transportation Service Providers ...... 30 Ridesourcing ...... 32 Trend and Peer Reviews ...... 32 Peer System Selection Methodology ...... 33 Selected Performance Measures ...... 34 Summary Results of Fixed-Route Peer and Trend Analysis ...... 55 Section 4: Public Involvement ...... 57

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Public Involvement Plan ...... 57 Direct Involvement and Information Distribution Techniques ...... 57 Direct Involvement Techniques ...... 58 Information Distribution Techniques ...... 58 Summary of Public Involvement Activities ...... 58 Review Committee Meetings ...... 59 Passenger (On-Board) Survey ...... 59 Stakeholder Interviews ...... 66 Discussion Group Workshops ...... 69 Public Workshops ...... 74 Section 5: Plans Review ...... 75 Federal Plans ...... 75 Fast Act ...... 75 Grow America Act ...... 76 State Plans/Programs ...... 76 2060 Florida Transportation Plan ...... 76 State of Florida Transportation Disadvantaged (TD) 5-Year/20-Year Plan ...... 77 State Growth Management Legislation ...... 78 Regional and Local Plans/Programs ...... 78 Space Coast Transit Development Plan (2013-2022) ...... 78 Space Coast TPO 2040 Long Range Transportation Plan (2015) ...... 79 Transportation Disadvantaged Service Plan Major Update (2016) ...... 80 Brevard County Comprehensive Plan (2015) ...... 80 City of Cape Canaveral Comprehensive Plan (2014) ...... 81 City of Cocoa Comprehensive Plan (2010) ...... 81 City of Cocoa Beach Comprehensive Plan (2015) ...... 82 Town of Grant-Valkaria Comprehensive Plan (2011) ...... 82 City of Melbourne Comprehensive Plan (2011) ...... 82 City of Palm Bay Comprehensive Plan (2006) ...... 83 City of Rockledge Comprehensive Plan (2011) ...... 83 City of Satellite Beach Comprehensive Plan (2014) ...... 83 City of Titusville Comprehensive Plan (2014) ...... 84

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City of West Melbourne Comprehensive Plan (2010) ...... 84 Summary ...... 84 Section 6: Situation Appraisal ...... 84 Socioeconomic Trends ...... 85 Travel Behavior ...... 88 Land Use ...... 89 Public Involvement ...... 90 Stakeholder Input...... 90 Discussion Group, Review Committee and Public Workshop Meetings...... 90 On-Board Survey ...... 91 Paratransit Phone Survey ...... 92 Organization Attributes ...... 92 Technology ...... 93 Regional Transit Issues ...... 93 Summary ...... 96 Section 7: Potential Service Gaps and Latent Demand ...... 96 Market Assessment ...... 96 Discretionary Market ...... 96 Traditional Transit Market Assessment ...... 101 TBEST Modeling Ridership Forecasting ...... 103 Transit Network ...... 103 Model Inputs/Assumptions and Limitations ...... 103 Demographic Data ...... 104 Population and Employment Growth Rates ...... 104 Special Generators ...... 104 TBEST Model Limitations ...... 105 Ridership Forecast ...... 106 Section 8: Goals and Objectives ...... 107 Section 9: Transit Alternatives ...... 111 Development of Alternatives ...... 111 Service Improvements ...... 112 Improvement to Existing Routes ...... 112

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New Service Expansions ...... 113 Capital/Infrastructure Improvements ...... 116 Policy/Other Improvements ...... 117 Section 10: Financial Plan ...... 120 10-Year Cost Feasible Plan Improvements ...... 120 Service Improvements ...... 120 Capital/Infrastructure Improvements ...... 120 Cost and Revenue Assumptions ...... 121 Operating Cost Assumptions...... 121 Capital Cost Assumptions ...... 123 Revenue Assumptions ...... 126 10-Year Implementation Plan and Unfunded Needs ...... 129 Appendix A: Community Profiles ...... A-1 Appendix B: Public Involvement Plan ...... B-1 Appendix C: Flyers and Press Release ...... C-1 Appendix D: Public Involvement Materials ...... D-1 Appendix E: On-Board Survey Instrument and Results ...... E-1 Appendix F: Annual Farebox Recovery Report ...... F-1

List of Figures Figure 2-1: TD Trip Priority ...... 21 Figure 2-2: Future Land Use – Conservation Area - 2025 ...... 24 Figure 2-3: Land Use Planning Areas - 2025 ...... 25 Figure 2-4: Community Development Block Group - Target Areas - 2025 ...... 26 Figure 3-1: FY 2015 and FY 2016 Ridership Data ...... 29 Figure 3-2: Trend and Peer Comparison for Service Area Population (000)...... 35 Figure 3-3: Trend and Peer Comparison for Service Area Population Density ...... 35 Figure 3-4: Trend and Peer Comparison for Passenger Trips (000) ...... 36 Figure 3-5: Trend and Peer Comparison for Passenger Miles (000) ...... 37 Figure 3-6: Trend and Peer Comparison for Vehicle Miles (000) ...... 38 Figure 3-7: Trend and Peer Comparison for Revenue Miles (000) ...... 39 Figure 3-8: Trend and Peer Comparison for Revenue Hours (000) ...... 39 Figure 3-9: Trend and Peer Comparison for Operating Expense (000) ...... 40 Figure 3-10: Trend and Peer Comparison for Vehicles Operated in Maximum Service ...... 40 Figure 3-11: Trend and Peer Comparison for Passenger Fare Revenue (000) ...... 41 Figure 3-12: Trend and Peer Comparison for Federal Funding (000) ...... 42

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Figure 3-13: Trend and Peer Comparison for State Funding ...... 42 Figure 3-14: Trend and Peer Comparison for Local Funding (000) ...... 43 Figure 3-15: Trend and Peer Comparison for Other Source Funding ...... 43 Figure 3-16: Trend and Peer Comparison for Vehicle Miles per Capita ...... 44 Figure 3-17: Trend and Peer Comparison for Passenger Trips per Capita ...... 45 Figure 3-18: Trend and Peer Comparison for Passenger Trips per Revenue Mile ...... 45 Figure 3-19: Trend and Peer Comparison for Passenger Trips per Revenue Hour ...... 46 Figure 3-20: Trend and Peer Comparison for Average Age of Fleet ...... 47 Figure 3-21: Trend and Peer Comparison for Average Headway (Mins) ...... 48 Figure 3-22: Trend and Peer Comparison for Revenue Miles between Failures (000) ...... 48 Figure 3-23: Trend and Peer Comparison for Operating Expense per Capita ...... 49 Figure 3-24: Trend and Peer Comparison for Operating Expense per Passenger Trip ...... 50 Figure 3-25: Trend and Peer Comparison for Operating Expense per Passenger Mile ...... 50 Figure 3-26: Trend and Peer Comparison for Operating Expense per Revenue Mile ...... 51 Figure 3-27: Trend and Peer Comparison for Operating Expense per Revenue Hour ...... 51 Figure 3-28: Trend and Peer Comparison for Average Fare ...... 52 Figure 3-29: Trend and Peer Comparison for Farebox Recovery ...... 53 Figure 3-30: Trend and Peer Comparison for Revenue Miles per Vehicle Mile...... 53 Figure 3-31: Trend and Peer Comparison for Vehicle Miles per Gallon ...... 54 Figure 4-1: Mode Choice ...... 61 Figure 4-2: History of Space Coast Area Transit Service Use ...... 62 Figure 4-3: Reasons for Using Space Coast Area Transit Service ...... 63 Figure 4-4: Preferred Technology Improvements ...... 64 Figure 4-5: Service Satisfaction Level ...... 65 Figure 9-1: Example Ridesourcing-Transit Partnership Application ...... 119 Figure 10-1: Total Revenues Operating and Capital ...... 126

List of Tables

Table 1-1: TDP Checklist ...... 4 Table 2-1: Brevard County Population Characteristics (2000, 2010, and 2015) ...... 7 Table 2-2: Population Growth for Brevard County and Municipalities (2000-2016) ...... 8 Table 2-3: Demographic Characteristics, Brevard County (2015) ...... 16 Table 2-4: Journey-to-Work Characteristics, Brevard County (2015) ...... 17 Table 2-5: Labor Force Statistics (November 2016), Not Seasonally Adjusted ...... 18 Table 2-6: County of Work for Workers Residing in Brevard County (2008-2014) ...... 18 Table 2-7: Commuting from Other Counties to Brevard County (2008-2014) ...... 19 Table 2-8: Top 15 Public and Private Employers in Brevard County...... 20 Table 2-9: Brevard County TD Population and Passenger Trends ...... 22 Table 2-10: Transportation Disadvantaged Trips by Purpose and Passenger Type, (FY 2015) ...... 22 Table 3-1: Existing Bus and Dial-A-Bus Operating Characteristics (Routes Effective December 16, 2016) 28 Table 3-2: Space Coast Fixed-Route Vehicle Inventory (2016) ...... 30

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Table 3-3: Brevard County Transportation Providers Inventory...... 31 Table 3-4: Selected Peer Systems for Space Coast Area Transit Peer Review Analysis ...... 34 Table 3-5: Performance Measures by Category ...... 34 Table 3-6: Summary of Space Coast Area Transit Trend and Peer Analysis ...... 56 Table 4-1: Summary of Public Involvement Contacts ...... 58 Table 4-2: Stakeholder Interview Summary ...... 67 Table 4-3: Stakeholder Interview Summary (cont.) ...... 68 Table 6-1: Socioeconomic and Demographic Trends...... 86 Table 7-1: Transit Service Density Thresholds ...... 97 Table 7-2: Annual Ridership and Growth Rates with No Improvements, 2018-2027* ...... 106 Table 8-1: FY 2017 TDP - Mission and Vision Statements ...... 107 Table 8-2: FY 2017 TDP - Goal Statements ...... 108 Table 8-3: FY 2017 - Proposed TDP Objectives ...... 109 Table 10-1: 10-Year Operating Plan ...... 122 Table 10-2: 10-Year Capital Cost Plan ...... 124 Table 10-3: 10-Year Capital Revenue Plan ...... 125 Table 10-4: Combined 10-Year Operating and Capital Costs and Revenue Requirements ...... 128 Table 10-5: 10-Year Implementation Plan ...... 130

List of Maps Map 2-1: Study Area and Existing Transit Routes ...... 6 Map 2-2: Existing Population Density (2018) ...... 9 Map 2-3: Existing Employment Density (2018)...... 10 Map 2-4: Projected Population Density (2027) ...... 11 Map 2-5: Projected Employment Density (2027) ...... 12 Map 2-6: Existing Dwelling Unit Density (2018) ...... 13 Map 2-7: Projected Dwelling Unit Density (2027) ...... 14 Map 6-1: 2040 Strategic Plans - Transit System Plan ...... 95 Map 7-1: 2018 Density Threshold Analysis ...... 99 Map 7-2: 2027 Density Threshold Assessment ...... 100 Map 7-3: Transit Orientation Index ...... 102 Map 9-1: Service Concepts Alternatives ...... 115

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Section 1: Introduction The purpose of the Transit Development Plan (TDP) for Space Coast Area Transit is to develop a vision for transit in Brevard County over the next ten years. The development of the TDP is a requirement of the State of Florida Public Transit Block Grant Program for Space Coast Area Transit to access Block Grant funds from the Florida Department of Transportation (FDOT) for operating expenses. However, the document is an important planning tool for the transit agencies identifying the transportation needs of the community and the funds and resources that would be required to implement new services to meet those needs.

The TDP presents baseline conditions in Brevard County as a starting point for the remainder of the analysis into potential services to meet those needs and the necessary resources that would need to be obtained. In addition, the TDP explores and presents future conditions and potential alternative services and capital investments needed to access residential areas, employment centers, and other major travel generators to meet future travel demand.

Brevard County recently established the Transit One council for transit advocacy with the objective of providing a forum for members and other key stakeholders to interact, exchange information and ideas, and to continuously improve mobility services. Through this group, and other public engagement efforts, stakeholders are encouraged to identify mobility needs and potential resources to assist with improving public transportation services.

Objectives of the Plan State Requirements The main purpose of this study is to prepare the major update of Space Coast Area Transit’s TDP, as currently required by State law. According to Rule 14-73.001, Public Transportation, of the Florida Administrative Code (F.A.C), “The TDP shall be the applicant’s planning, development, and operational guidance document to be used in developing the Transportation Improvement Program and the Department’s Five Year Work Program.”

The current TDP requirements were adopted by FDOT on February 20, 2007, and include the following:

• Major updates must be completed at least once every five years, covering a ten-year planning horizon. • A public involvement plan must be developed and approved by the FDOT or be consistent with the approved Metropolitan/Transportation Planning Organization’s public involvement plan. The Space Coast Transportation Planning Organization is the TPO that serves Brevard County. • FDOT, the Regional Workforce Development Board, and the TPO must be advised of all public meetings where the TDP is presented and discussed, and these entities must be given the opportunity to review and comment on the TDP during the development mission, goals, objectives, alternatives, and 10-year implementation program. • Estimation of the community’s demand for transit service (10-year annual projections) using the planning tools provided by FDOT or a demand estimation technique approved by FDOT must be included.

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• Inclusion of the farebox recovery ratio report and strategies implemented and planned to improve the farebox recovery ratio. The summary report must be submitted annually in compliance with the Florida Statues and House Bill 985. Using the public participation activities developed for the Space Coast Area Transit TDP Major Update, a transit vision will be established that incorporates input from the public, stakeholders, and local leaders.

Identification of the Submitting Entity

Agency: Space Coast Area Transit Telephone Number: (321) 635-7815 Website: www.321transit.com Mailing Address: 401 South Varr Avenue, Cocoa, FL 32922 Authorizing Agency Representative: Jim Liesenfelt, Transit Director

Organization of Report The Space Coast Area Transit 10-Year TDP Major Update is comprised of ten sections, including this introduction. Each section is briefly described below.

Table 1-1 is a list of TDP requirements from Rule 14-73.001. The table also indicates whether or not the item was accomplished in this TDP.

Section 2 summarizes the Baseline Conditions that set the framework for discussing and developing the future of public transportation in Brevard County. This includes a physical description of the study area, a population profile, and key demographics including employment and journey-to-work characteristics. It also includes a review of the major municipalities in Brevard County and economic trends, including tourism information and major employers, land use influences, and existing roadway conditions.

Section 3 reviews the Existing Transit Services within the county and ridership trends. Included in this section are two analyses undertaken to assess the performance of Space Coast Area Transit over time (trend analysis) and compare Space Coast Area Transit’s fixed-route services with other systems that have similar agency features (peer review) using a range of performance measures.

Section 4 presents the Public Involvement efforts conducted to-date or planned as part of the Public Involvement Plan (PIP) prepared for Space Coast Area Transit’s TDP Major Update. The PIP activities summarized in this section include stakeholder interviews and an on-board survey. Summaries of the discussion groups and public workshops will be presented in subsequent technical memorandums based on the schedule for conducting those events.

Section 5 includes a Review of Local Plans and Documents. Assessment of these plans will help to identify and assess applicable federal and state policies as well as local community goals and objectives relating to transit and mobility.

Section 6 presents the Situation Appraisal, which reviews the current overall planning and policy environment within the county to better understand transit needs. The appraisal exams the strengths and weaknesses of the system as well as any existing threats to the provision of service in the county and key opportunities for addressing those threats and/or enhancing the transit-friendliness of the operating

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environment. Included in this section are reviews of existing socioeconomic trends, travel behavior, land use, public involvement, peer review/trend analysis, technology, and funding.

Section 7 includes an analysis of Potential Service Gaps and Latent Demand using the Transit Orientation Index (TOI) and Density Threshold Assessment (DTA) Geographic Information System (GIS)-based analyses. The findings from this assessment will be combined with the baseline conditions assessment, performance reviews as well as elements from the subsequent technical memorandums to yield a building block for evaluating the transit needs over the next 10 years.

Section 8 includes Goals and Objectives to serve as a policy guide for implementation of the Space Coast Area Transit 2018-2027 TDP. The existing goals and objectives were reviewed and updated based on input from the TDP Review Committee and the review of the local operating environment to match the goals of the local community with respect to transportation and land use.

Section 9 summarizes the potential Transit Alternatives developed as part of the development of this TDP Major Update using public, Review Committee, and Space Coast Area Transit staff input and the results of various demand analyses.

Section 10 includes the 10-year Financial Plan for Space Coast Area Transit. This section also identifies potential future improvements, their financial impact, and potential revenue sources that may be employed to implement the recommended improvements. A summary of the operating and capital assumptions is also presented as part of the financial plan.

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Table 1-1: TDP Checklist

Public Participation Complete Location Public Involvement Plan (PIP) submitted and approved by FDOT at TDP initiation. Comments solicited from Regional Workforce Board. Notification provided to FDOT and Regional Workforce Board of TDP-related public meetings. FDOT and Regional Workforce Board provided opportunity to review and comment during development of mission, goals, objectives, alternatives, and 10-year implementation program. Time limit established for receipt of comments. PIP and description of public involvement process documented in TDP. Situation Appraisal Consideration of land use/development forecasts. Consideration of state, regional, and local transportation plans. Other governmental actions and policies. Socioeconomic trends. Organizational issues. Technology. 10-year annual projections of transit ridership using approved model. Assessment of whether land uses and urban design patterns support/hinder transit service provision. Documentation of performance analysis (NTD data and peer review). Documentation of feedback from community (on-board surveys and other communication). Calculation of farebox recovery. Mission and Goals Provider’s vision. Provider’s mission. Provider’s goals. Provider’s objectives. Alternative Courses of Action Development and evaluation of alternative strategies and actions. Benefits and costs of each alternative. Examination of financial alternatives. Implementation Program 10-Year implementation program Maps indicating areas to be served Maps indicating types and levels of service Monitoring program to track performance measures 10-year financial plan listing operating and capital expenses Capital acquisition or construction schedule Anticipated revenues by source Relationship to Other Plans TDP consistent with Florida Transportation Plan TDP consistent with government plan TDP consistent with regional transportation goals and objectives Submission Adopted by the Brevard County Board of County Commissioners Submitted to FDOT by September 1, 2017

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Section 2: Baseline Conditions This section summarizes the existing conditions and demographic characteristics within the Space Coast Area Transit service area. A service area description, demographic characteristics, land use information, commuting patterns, and roadway conditions are described. Information and data presented in this section reflect the most recent data available. Sources used to complete the baseline conditions review include the U.S. Census Bureau’s American Community Survey (ACS), University of Florida Bureau of Economic and Business Research (BEBR), local government comprehensive plans, the Space Coast 2040 Long Range Transportation Plan (LRTP), and Florida Commission for the Transportation Disadvantaged (FCTD).

Service Area Description Brevard County is located along the Atlantic Ocean in Central Florida, and is bordered by Volusia County to the north, Indian River County to the south, and Seminole, Orange, and Osceola counties to the west. According to the 2010 U.S. Census Bureau, the county had a population of 543,376, making it the 10th largest county in Florida. It is comprised of 16 incorporated municipalities; among these incorporated municipalities, the largest city is Palm Bay with a population of 109,162. Melbourne is the second largest with a population of 80,419. Map 2-1 presents a physical representation of the county and its municipal areas.

Population Profile Growth Table 2-1 shows the population levels for Brevard County and the State of Florida for 2000, 2010, and 2015. From 2000 to 2015, the population growth of Florida, as a whole, outpaced the population growth of Brevard County, with growth occurring at 26.8 percent and 19.3 percent, respectively. Households in Brevard County grew by 13.9 percent while households in the state grew at 17.8 percent over the same timeframe. However, growth in the number of workers for Brevard County grew at 5.5 percent compared to the state growth of 3.4 percent. Brevard County’s population density also grew by 19 percent from 2000 to 2015. According to the Census data, the land area for Brevard County decreased from 2010 to 2015, while the square miles of area covered by water increased by nearly the same amount as the land decreased.

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Map 2-1: Study Area and Existing Transit Routes

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Table 2-1: Brevard County Population Characteristics (2000, 2010, and 2015)

Percent Change Population 2000 2010 2015 2000-2015 Data Brevard Brevard Brevard Brevard Florida Florida Florida Florida County County County County Persons 476,230 15,982,824 543,376 18,801,310 568,088 20,271,272 19.3% 26.8% Households 198,195 6,337,929 229,692 7,420,802 225,682 7,463,184 13.9% 17.8% Number of 207,366 7,221,000 221,945 7,035,068 225,682 7,463,184 8.8% 3.4% Workers Land Area 1,015.7 53,926.8 1,015.7 53,926.8 1015.4 53,926.8 0.0% 0.0% (square miles) Person per 2.4 2.5 2.4 2.5 2.5 2.7 4.8% 7.7% Household Workers per 1.0 1.1 1.0 0.9 1.0 1.0 -4.4% -12.2% Household Person per Sq. Mile of Land 468.9 296.4 535.0 348.6 559.5 375.9 19.3% 26.8% Area Workers per Sq. Mile of 204.2 133.9 218.5 130.5 222.3 138.4 8.9% 3.4% Land Area Source: 2000-2010 Census, and 2011-2015 ACS 1-Year Estimates

Shown in Table 2-2, according to BEBR 2016 population estimates, the estimated population in 2016 was 568,919. The county population was 543,376 in 2010. From 2000 to 2016, Brevard County is estimated to have experienced a 4.7 percent population growth. The BEBR projections are estimated based on a low, medium, and high estimates, with the population likely falling within the range of low to high. Therefore, the medium estimate was used for this analysis. The medium projections prepared by BEBR estimate that Brevard County’s population will grow to 593,500 by 2020 (4.3% from 2016), and to 641,200 by 2030 (8.0% from 2020).

Table 2-2 also presents population and population change data between 2000, 2010, and 2016 for incorporated and unincorporated areas in Brevard County. Cities with a population of more than 10,000 residents in 2016 include Cape Canaveral, Cocoa, Cocoa Beach, Melbourne, Palm Bay, Rockledge, Satellite Beach, Titusville, and West Melbourne. Among the municipalities, West Melbourne, Cocoa, and Palm Shores are the three cities that have experienced the largest percentage of growth from 2010 to 2016 at 12.4 percent, 9.9 percent, and 8.8 percent, respectively.

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Table 2-2: Population Growth for Brevard County and Municipalities (2000-2016)

Population Percent Change Municipality/Town % of County 2000 2010 2016 2000-2010 2010-2016 Population Cape Canaveral 8,829 9,912 10,171 1.8% 12.3% 2.6% Cocoa 16,412 17,140 18,833 3.3% 4.4% 9.9% Cocoa Beach 12,482 11,231 11,276 2.0% -10.0% 0.4% Grant Valkaria* - 3,850 4,073 0.7% - 5.8% Indialantic 2,944 2,720 2,811 0.5% -7.6% 3.3% Indian Harbour Beach 8,152 8,225 8,446 1.5% 0.9% 2.7% Malabar 2,622 2,757 2,817 0.5% 5.1% 2.2% Melbourne 71,382 76,205 80,419 14.1% 6.8% 5.5% Melbourne Beach 3,335 3,101 3,076 0.5% -7.0% -0.8% Melbourne Village 706 662 666 0.1% -6.2% 0.6% Palm Bay 79,413 103,190 109,162 19.2% 29.9% 5.8% Palm Shores 794 900 979 0.2% 13.4% 8.8% Rockledge 20,170 24,926 26,303 4.6% 23.6% 5.5% Satellite Beach 9,577 10,109 10,485 1.8% 5.6% 3.7% Titusville 40,670 43,761 46,022 8.1% 7.6% 5.2% West Melbourne 9,824 18,355 20,640 3.6% 86.8% 12.4% Incorporated 287,312 337,044 356,179 62.6% 17.3% 5.7% Unincorporated 188,918 206,332 212,740 37.4% 9.2% 3.1% Total Brevard County 476,230 543,376 568,919 100.0% 14.1% 4.7% Source: Bureau of Economic and Business Research, University of Florida *Incorporated in 2006

Maps 2-2 and 2-3 illustrate the 2017 population density and employment density by Traffic Analysis Zone (TAZ) for Brevard County.

Maps 2-4 and 2-5 illustrate the population density and employment density in 2027. TAZs are geographic units in the transportation planning process used to assist in forecasting travel demand. In all scenarios, the locations with the highest population and employment density are located near the Indian River along the eastern portions of the county.

Maps 2-6 and 2-7 display total existing (2018) and projected (2027) dwelling unit densities. The highest dwelling unit densities in 2018 were found in Melbourne/Palm Bay area and in neighborhoods along A1A in Cape Canaveral, Cocoa Beach, and Satellite Beach.

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Map 2-2: Existing Population Density (2018)

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Map 2-3: Existing Employment Density (2018)

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Map 2-4: Projected Population Density (2027)

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Map 2-5: Projected Employment Density (2027)

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Map 2-6: Existing Dwelling Unit Density (2018)

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Map 2-7: Projected Dwelling Unit Density (2027)

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Community Profiles This section presents demographic and existing condition profiles for Brevard County’s major municipalities. To better understand the individual communities within the study area, a series of community profile maps representing each of the 16 municipalities can be found in Appendix A. Within the community profile are six sections containing detailed information for each municipality:

• Community Description • Community Characteristics • Transit Facilities • Major Attractors • Developments of Regional Impact (DRI) • Major Employers (300+ employees) The community characteristics section provides 2015 demographic information obtained from the American Community Survey 2011-2015 five-year estimates. These estimates were used to provide current demographic data on population, median household income, and median age based on the five year period, 2016 ACS estimates are still not available from the U.S. Census Bureau. Major employers are those that employ 300 people or more based on 2016 data from Enterprise Florida. Among the municipalities with a population of over 10,000 persons, Satellite Beach, Rockledge, and West Melbourne all have a household median income of over $55,000. The municipalities with the lowest household median income among the group are Cocoa, Melbourne, and Palm Bay.

Demographic and Journey-to-Work Characteristics Table 2-3 presents and compares key demographic characteristics of Brevard County and Florida using 2015 ACS data, with highlights including:

• The proportions of male and female residents in Brevard County closely mirror the gender distribution for the entire state. • Brevard County’s population is 83% White with 90% not of Hispanic or Latino Origin. The percent white population is higher than the average for the state and the percent Hispanic is lower than the average for the state. • The majority of the population is between the ages of 35-64, similar to the demographics of Florida, however Brevard County is older with a median age of 47.3 compared to 41.8 for the state. • The educational level of residents 25 years and older is just above the state average, with 39% of Brevard County residents obtaining some level of degree from an Associate degree to professional school, compared to 38% of Florida residents. • Approximately 30% of Brevard County residents earn $75,000 or more per year, which is just below the Florida average of 31%. Median income in Brevard County is above the state average ($50,416 versus $49,426, respectively). • On average, residents of Brevard County tend to be better off financially compared to the state. There are fewer zero-vehicle households in Brevard County compared to the state (5.8% and 6.8%, respectively) and the county’s percent of the population below the poverty level is lower in comparison to the state (13% in Brevard County versus 16% for the State of Florida).

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• Brevard County has a higher percent of retirees than the average for the state. Only 51% of the labor force was employed in 2015, consistent with a higher percentage of older adults with sources of income not directly from current employment. Table 2-3: Demographic Characteristics, Brevard County (2015)

Characteristics Brevard County Florida Male 48.8% 48.8% Gender Female 51.2% 51.2% White 83.0% 75.8% Race Black or African American 10.1% 16.2% Other 9.9% 10.5% Not of Hispanic/Latino Origin 90.4% 75.5% Ethnicity Hispanic or Latino Origin 9.7% 24.5% <15 years 15.0% 16.7% 15-34 years 22.1% 25.1% Age 35-64 years 39.9% 38.8% 65+ years 23.0% 19.5% Median Age 47.3 41.8 Less than 9th grade 2.7% 5.2% 9th-12th grade, no diploma 5.5% 7.2% Education Level High school graduate 29.5% 29.2% (25 years and Some college, no degree 22.8% 20.4% over) Associate’s degree 11.1% 9.6% Bachelor’s degree 17.3% 18.2% Professional school, Master’s or Doctorate 11.0% 10.2% Under $10,000 5.6% 7.4% $10,000-$14,999 4.6% 5.2% $15,000-$24,999 12.0% 11.8% Household $25,000-$34,999 10.6% 11.3% Income $35,000-$49,999 16.8% 14.8% $50,000-$74,999 20.3% 18.5% $75,000+ 30.1% 31.1% Median Income $50,416 $49,426 Above poverty level 86.8% 84.3% Poverty Status Below poverty level 13.2% 15.7% No vehicle available 5.8% 6.8% Auto Ownership One vehicle available 42.4% 41.0% by Household Two vehicles available 37.9% 38.0% Three or more vehicles available 14.0% 14.1% % of population in labor force 54.4% 58.4% Labor Force % of labor force employed 50.8% 54.0% Source: 2015 ACS 1-Year Estimates

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Table 2-4 presents information related to journey-to-work data, or where workers work in relation to where they live. Within Florida, the majority (nearly 99%) of Florida residents who are employed work within the state. In Brevard County, approximately 92 percent of residents both live and work within the county, with only 7 percent traveling to other counties for employment (primarily Orange County).

The primary mode of transportation to work in Brevard County is driving alone in a private vehicle, with 81 percent of the residents choosing that means of transportation. In comparison to the statistics for the State of Florida, few Brevard County residents are choosing to use public transportation (0.6%); however, more of the county’s residents are choosing other means of transportation (3.6%) including working from home (6.4%).

The distribution of travel times to work shows that the highest distribution of travel time for Brevard County residents is a distance of 30 minutes or more. However, in comparison to the State of Florida, the travel times for residents in Brevard County are lower than the state, with over 40 percent of the population in the State of Florida traveling 30 minutes or more to work.

Table 2-4: Journey-to-Work Characteristics, Brevard County (2015)

Characteristics Brevard County Florida Place of Work Worked in Florida State 98.8% 98.8% Worked inside county of residence 92.2% 81.3% Worked outside county of residence 6.6% 17.5% Worked outside Florida State 1.2% 1.2% Means of Transportation to Work (Workers 16 years and over) Car, truck, or van- drove alone 81.0% 79.7% Car, truck, or van- carpooled 7.2% 8.9% Public transportation 0.6% 2.2% Walked 1.3% 1.4% Other means 3.6% 2.2% Worked at home 6.4% 5.6% Travel Time to Work (Workers 16 years and over who did not work at home) Fewer than 10 minutes 11.0% 9.0% 10-14 minutes 16.3% 12.0% 15-19 minutes 20.7% 15.3% 20-24 minutes 16.0% 16.4% 25-29 minutes 6.9% 6.5% 30 or more minutes 29.0% 40.8% Source: 2015 ACS 1-Year Estimates

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Labor Force and Employment Table 2-5 presents the most recent employment data available for Brevard County and Florida, providing a snapshot of the employment trends for November 2016. As shown, Brevard County’s unemployment rate (5.2%) is slightly higher than Florida (4.8%).

Table 2-5: Labor Force Statistics (November 2016), Not Seasonally Adjusted

Number Number Unemployment Area Labor Force Employed Unemployed Rate Brevard County 258,729 245,223 13,506 5.2% Florida 9,896,000 9,417,000 479,000 4.8% Source: Labor Market Statistics, Local Area Unemployment Statistics Program

Commute Patterns An analysis of commuting patterns for Brevard County residents and employees was completed using the U.S. Census Bureau’s “OnTheMap” tool. As shown below in Table 2-6, a comparison of 2008 and 2014 data indicates that the total number of Brevard County residents commuting to Orange County for employment experienced the largest increase at 16.3 percent. Brevard County residents commuting greater distances to counties including Duval and Miami-Dade experienced the greatest declines. The trend for Brevard County residents who also work in the county remained consistent with less than a one percent decrease from 2008 to 2014.

Table 2-6: County of Work for Workers Residing in Brevard County (2008-2014)

2008 2014 Percent Change Brevard County Residents # of % # of % (2008-2014) Workers Distribution Workers Distribution Brevard County 140,788 66.0% 139,469 65.6% -0.94% Orange County 16,283 7.6% 18,936 8.9% 16.29% Hillsborough County 4,489 2.1% 4,457 2.1% -0.71% Seminole County 4,106 1.9% 4,160 2.0% 1.32% Duval County 5,304 2.5% 4,088 1.9% -22.93% Indian River County 3,664 1.7% 3,672 1.7% 0.22% of Work Palm Beach County 3,884 1.8% 3,660 1.7% -5.77% Broward County 3,674 1.7% 3,534 1.7% -3.81%

County Miami-Dade County 3,776 1.8% 3,287 1.5% -12.95% Volusia County 3,159 1.5% 3,236 1.5% 2.44% All Other Locations 24,195 11.3% 24,089 11.3% -0.44% Total 213,322 100.0% 212,588 100.0% -0.34% Source: U.S. Census Bureau, OnTheMap Application and LEHD Origin-Destination work destination analysis

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As shown in Table 2-7, a similar analysis was completed to examine the percentage of employees residing outside of Brevard County who commute to Brevard County for employment. The largest number of employees commuting to Brevard County reside in Orange County and “All Other Locations,” with the “All Other Locations” category including employee living outside of the top ten counties listed in Table 2-7. From 2008 to 2014, the largest growth in commuters to Brevard County for work included residents from Osceola and Indian River counties. The largest decreases in commuters were employees traveling greater distances from counties, including Broward and Palm Beach.

Table 2-7: Commuting from Other Counties to Brevard County (2008-2014)

2008 2014 Percent Change Brevard County Residents # of % # of % (2008-2014) Workers Distribution Workers Distribution Brevard County 140,788 75.5% 139,469 74.3% -0.94% Orange County 6,719 3.6% 7,235 3.9% 7.68% Volusia County 3,539 1.9% 3,634 1.9% 2.68% Osceola County 2,414 1.3% 2,985 1.6% 23.65% Indian River County 2,430 1.3% 2,957 1.6% 21.69% Seminole County 2,768 1.5% 2,657 1.4% -4.01% of Work Hillsborough County 2,478 1.3% 2,434 1.3% -1.78% Palm Beach County 2,521 1.4% 2,212 1.2% -12.26%

County Polk County 1,946 1.0% 2,091 1.1% 7.45% Broward County 2,346 1.3% 1,862 1.0% -20.63% All Other Locations 17,855 9.6% 20,085 10.7% 12.49% Total 186,490 100.0% 187,621 100.0% 0.61% Source: U.S. Census Bureau, OnTheMap Application and LEHD Origin-Destination home destination analysis

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Brevard County Economic Trends Major Employers As part of the baseline conditions analysis, data for major employers in Brevard County were reviewed and summarized. The major industries in Brevard County include healthcare and social assistance, education services, and services related to the aeronautics industry. With 9,000 employees, Brevard Public Schools, is the largest employer in Brevard County. The next largest employer in the county is the Harris Corporation with over 6,500 employees, followed by Health First, Inc. The top 15 public and private employers, are listed below in Table 2-8.

Table 2-8: Top 15 Public and Private Employers in Brevard County

Rank Company Sector Number of Employees 1 Brevard Public Schools Education 9,000 2 Harris Corporation Manufacturing 6,700 3 Health First, Inc. Healthcare 6,400 4 Northrop Grumman Corporation Manufacturing 3,299 5 Publix Supermarket Retail 2,850 6 Wal-Mart Retail 2,620 7 Brevard County Government Government 2,500 8 Holmes Regional Medical Center Healthcare 2,500 9 Wuesthoff Health Systems Healthcare 2,400 10 Winn Dixie Supermarket Retail 1,830 11 NASA/Kennedy Space Center Contractors Technology 1,800 12 Space Gateway Support Technology 1,750 13 Rockwell-Collins Technology 1,450 14 Parrish Medical Center Healthcare 1,050 15 MIMA Physician Group Healthcare 1,000 Source: 2016 Space Coast Economic Development Commission

Tourism Brevard County is home to 72 miles of accessible ocean beaches, and Port Canaveral, one of the largest cruise ports in the world with Disney Cruise Lines, Royal Caribbean, and Carnival Cruise Lines. The Kennedy Space Center Visitor Complex attracts millions of visitors annually. In 2016, the average hotel occupancy rate increased 4.9% compared with 2015. As of September 2016, there were over 3 million multi-day passengers who departed from Port Canaveral, an 8 percent increase compared with 2015.

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Transportation Disadvantage Population Florida Statues, Chapter 427, 427.011(1), defines TD persons as:

Those persons who because of physical or mental disability, income status, or age are unable to transport themselves or to purchase transportation and are therefore, dependent upon other to obtain access to health care, employment, education, shopping, social activities, or children who are handicapped or high-risk or at risk as defined in s. 411.202.

As the Community Transportation Coordinator (CTC) for Brevard County, Space Coast Area Transit is responsible for arranging transportation for the transportation disadvantaged. The State of Florida TD Trust Fund subsidizes non-sponsored trips. Clients pay $3.00 per one-way trip ($1.50 for senior citizens (60+), persons with disabilities, veterans, and students). The remainder of the trip costs is paid by the TD Trust Fund (TDTF) according to a base plus mileage formula. Because the demand for TD non-sponsored, general purpose transportation service is greater than the funds available, a set of trip priorities has been established. The current trip priorities for TD non-sponsored trips are shown in Figure 2-33 and monitored through the Space Coast Area Transit’s Passenger Management System, internal review in customer service, and through reporting to the LCB.

Figure 2-1: TD Trip Priority

Other 20%

Medical Trips Employment 55% 20%

Food Shopping 5%

The 2015 potential TD population was estimated at 258,313 persons, and the unduplicated passenger head count (UDPHC) of persons provided paratransit transportation services was 17,048 according to the Florida CTD. Table 2-9 presents the trend in the TD population and TD passengers between 2012 and 2015 in Brevard County. The potential TD population increased by 8.9 percent during this period, while the number of TD passengers served experienced an increase of 23.5 percent.

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Table 2-9: Brevard County TD Population and Passenger Trends

Percent Change Year 2012 2013 2014 2015 (2012-2015) Potential TD Population 237,280 237,280 244,067 258,313 8.9% TD Passengers Served (UDPHC) 13,801 14,569 17,248 17,048 23.5% Source: Florida CTD 2013-2015 AOR

Table 2-10 summarizes the TD trips by purpose and passenger type that occurred between 2012 and 2015. Employment and life-sustaining/other are the most frequent trip purposes. As for passenger type, elderly (46.7%), low-income (24.5%), and passengers with disabilities (14.0%) were the top three that made the most trips.

Table 2-10: Transportation Disadvantaged Trips by Purpose and Passenger Type, (FY 2015)

Percent Trip Purpose Trips Distribution Medical 110,602 10.4% Employment 342,162 32.3% Educational/Training 267,880 25.3% Nutritional 23,367 2.2% Life-sustaining/Other 316,510 29.8% Total 1,060,521 100.0% Percent Passenger Type Trips Distribution Elderly 495,125 46.7% Children 55,153 5.2% Low-Income 260,224 24.5% With Disabilities 147,970 14.0% Low-Income/with Disabilities 61,229 5.8% Other 40,820 3.8% Total 1,060,521 100.0% Source: Florida CTD 2015 AOR

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Land Uses and Densities Land Use Trends As a part of the baseline conditions assessment, a review of current and emerging land uses also was conducted. For this effort, existing and future land use maps from Brevard County and municipal comprehensive plans were reviewed. For reference, the Future Land Use Maps for Brevard County are shown in Figure 2-33 through 2-35.

Brevard County’s goal is to provide a “safe, convenient and energy efficient transportation system… that supports the community … and enhances the mobility of people and goods while reducing reliance upon the automobile and minimizing impacts to neighborhoods, cultural resources and natural habitats.”

Within its Transportation Element (TE), Brevard County has adopted Objective 4 to encourage multimodal transportation alternatives to accommodate existing and proposed major trip generators/attractors, Objective 6 to recognize the interrelationship of land use patterns and transportation needs, and Objective 11 to establish complete streets policies to enable safe access for the community.

Pursuant to Objective 1, the performance of roadways and other modes (including transit) is to be routinely monitored as appropriate. To achieve Objective 4, the County routinely considers transit as a supplement to road improvements (Policy 4.2), cooperatively works with municipalities to establish parking strategies and park-and-ride sites (Policy 4.3), and continues to promote expansion of vanpool programs and services to the transportation disadvantaged to the extent practicable (Policies 4.4 and 4.5). The County also participates in the “welfare-to-work” plan, which recognizes the important role that transit plays in assisting citizens in the transition from welfare to employment. Brevard County also encourages land use patterns and site planning activities that can be conveniently and economically served by transit, bicycle, and pedestrian modes (Policy 6.6). Furthermore, the County encourages streets, bridges, and transit stops to be planned, designed, operated, and maintained in a way that pedestrians, bicyclists, transit users, and motorists can travel safely (Policy 11.4). Transit vehicles, facilities, and routes are elements of the County’s Complete Streets Program (Policy 11.5). An essential component of transit planning is public participation. Objective 7 stipulates that the County shall encourage public involvement in the transportation planning process, and Policies 7.1 through 7.4 define the guidelines for obtaining public input.

Within its Future Land Use Element (FLUE), Policy 2.13 allows residential developments within Neighborhood Commercial and Community Commercial land use designations. The integration of residential into commercial developments is encouraged to utilize public transit and neo-traditional development techniques. In Objective 9, the County has adopted standards and incentives for large-scale, mixed-use projects – termed the New Town Overlay (NTO). An example of such a new town is Viera. The NTO encourages the use of transit and addition of transit corridors. The Future Land Use Element also contains redevelopment and re-gentrification provisions (Objective 11) that encourage the coordination of redevelopment activities with transportation improvements, including mass transit (Policies 11.1.B, 11.8.E, and 11.9.H).

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Figure 2-2: Future Land Use – Conservation Area - 2025

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Figure 2-3: Land Use Planning Areas - 2025

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Figure 2-4: Community Development Block Group - Target Areas - 2025

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Section 3: Existing Transit Services This section provides a review of existing Space Coast Area Transit service levels. This section addresses Existing Service, Operating Statistics Performance Evaluation and Trends, and Peer Review. The review of existing service includes a general description of the structure of Space Coast Area Transit and its system characteristics. The operating statistics and performance evaluation and trends sections render a detailed examination of route-by-route operating performance. The peer review is presented for the fixed-route system and provides an opportunity for Space Coast Area Transit to determine how well it is performing compared to similar peer transit agencies.

Transit Service Overview Space Coast Area Transit currently operates buses on 19 local routes, one dial-a-bus, paratransit service, vanpools, and the Volunteers-In-Motion program. A majority of the routes operate Monday through Saturday. Service spans from approximately 6:00 a.m. to 11:30 p.m., with an average of 60-minute frequencies and seven of those routes operating at 30-minute frequencies during the peak period. Space Coast Area Transit operates limited Sunday service and limited later evening routes. Table 3-1 presents the span of service and frequency of Space Coast Area Transit’s fixed-route service.

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Table 3-1: Existing Bus and Dial-A-Bus Operating Characteristics (Routes Effective December 16, 2016)

Route # Description Monday-Friday Saturday Sunday Frequency Route 1 Titusville/Viera 5:10am-8:30pm 7:10am-6:30pm N/A 30-60 Min. (Mon-Fri.)/60-120 Min. (Sat.) Route 2 Titusville 6:14am-7:55pm 8:23am-6:35pm N/A 60 Min. (Mon-Fri.)/ 60 Min. (Sat.) Route 3 Merritt Island 7:49am-6:02pm 8:16am-5:02pm N/A 60 Min. (Mon-Fri.)/ 60 Min.-120 Min. Mid-Day (Sat.) Route 4 520 Connector 5:50am-11:35pm 5:50am-1:35pm 8:00am-5:55pm 10-30 Min (Mon-Fri.)/ 30-60 Min. (Sat.)/60 Min. (Sun.) Route 5 Titusville/Mims 8:00am-4:55pm 8:00am-4:55pm N/A 60 Min. (Mon-Fri.)/60-180 Min. Mid-Day (Sat.) Route 6 Cocoa/Rockledge 5:45am-8:12pm 7:15am-6:12pm N/A 15-30 Min. (Mon-Fri.)/ 30-60 Min. (Sat.) Route 7 Rockledge/Viera 7:24am-5:50pm 7:24-5:50pm N/A 60 Min.-120 Min. Mid-Day (Mon-Fri.)/ 60 Min.-120 Min. Mid-Day (Sat.) Route 8 West Cocoa 6:45am-6:14pm 6:45am-6:14pm N/A 30-150 Min. (Mon-Fri.)/ 30-120 Min. (Sat.) Route 9 Cape Canaveral/Cocoa Beach 6:00am-11:13pm 6:00am-1:13pm 7:45am-5:40pm 15-30 Min./60 Min PM (Mon-Sat.)/ 60 Min.-90 Min. Mid-Day (Sun.) Route 21 Downtown Melbourne 7:15am-8:19pm 7:15am-6:19pm 10:00am-3:03pm 30 Min.-60 Min. Evening (Mon-Fri.)/ 60 Min.-120 Min. Mid-Day (Sat.)/ 60 Min. (Sun.) Route 22 South Palm Bay 7:35am-8:30pm 7:35am-5:30pm N/A 60 Min. (Mon-Fri.)/ 60 Min.-120 Min. Mid-Day (Sat.) Route 23 West Palm Bay 6:35am-8:30pm 7:35am-5:30pm N/A 60 Min. (Mon-Fri.)/ 60 Min.-120 Min. Mid-Day (Sat.) Route 24 Melbourne/Eau Gallie 6:55am-8:50pm 7:55am-5:50pm N/A 60 Min. (Mon-Fri.)/ 60 Min.-120 Min. Mid-Day (Sat.) Route 25 Palm Bay Connector 6:07am-9:07pm 8:07am-6:07pm N/A 30-60 Min. (Mon-Fri.)/ 60 Min.-120 Min. Mid-Day (Sat.) Route 26 South Beach 7:00am-7:52pm 8:00am-6:05pm N/A 120/180 Min. (Mon-Fri.)/ 120/180 Min. (Sat.) Route 27 East Palm Bay 6:35am-8:30pm 7:35am-5:30pm N/A 60 Min. (Mon-Fri.)/ 60 Min.-120 Min. Mid-Day (Sat.) Route 28 North Melbourne 6:55am-8:50pm 7:55am-5:50pm N/A 30-60 Min. (Mon-Fri.)/ 60 Min.-120 Min. Mid-Day (Sat.) Route 29 Melbourne/Viera 5:57am-8:02pm 8:00am-6:02pm N/A 30-60 Min. (Mon-Fri.)/30-60 Min.-120 Min. Mid-Day (Sat.) Route 32 South Mainland Dial-A-Bus (Viera 8:00am-4:00pm (Monday, N/A N/A Call before 2pm the day before your trip for home Complex to Sebastian Super Wal-Mart) Tuesday, Friday) pickup Route 33 Eau Gallie Arts District 10:30am-2:20pm N/A N/A Two AM and two PM trips with flag stops along the route

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Ridership Trends Figure 3-1 provides ridership data for FY 2015 and FY 2016. Space Coast Area Transit experienced a 5 percent decrease in ridership from 2,341,831 trips in FY 2015 to 2,255,109 trips in FY 2016.

Figure 3-1: FY 2015 and FY 2016 Ridership Data

250,000

200,000

150,000

100,000

Number of of Number Passengers 50,000

0 Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep 2015 214,016 180,108 188,639 188,366 193,179 200,316 200,913 193,454 192,664 202,959 204,396 182,821 2016 207,814 181,412 191,563 173,872 191,014 196,190 186,136 184,540 185,115 178,803 194,372 184,277

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Vehicle Inventory Table 3-2 provides a summary of the fixed-route transit vehicles operated by Space Coast Area Transit. As shown in the table, the entire fleet used to operate both fixed-route and paratransit service, and consists of 67 vehicles. All of the fixed-route vehicles are equipped with security cameras.

Table 3-2: Space Coast Fixed-Route Vehicle Inventory (2016)

# of Wheelchair Year Make Description Seats Vehicles Capacity 3* 2003 Thomas SLF 30’ 28 2 4 2007 Gillig LF Low Floor 35’ 30 2 2 2007 Gillig LF Low Floor 35’ 33 4 2 2007 Gillig LF Low Floor 40’ 34 2 3 2009 Champion Int’l LF Low Floor 31’ 24 2 8 2011 Glaval Titan II 23’ 14 6 12 2011 Gillig LF Low Floor 35’ 30 2 2 2011 Gillig LF Low Floor 35’ 33 4 2 2011 Gillig LF Low Floor 40’ 37 2 9 2012 Glaval Titan II 23’ 15 4 9 2013 Champion Int’l-Def Defender 28’ 20 6 2 2013 Gillig LF Low Floor 35’ 31 2 2 2013 Gillig LF Low Floor 40’ 38 2 1 2015 Gillig LF Low Floor 35’ 29 3 3 2015 Gillig LF Low Floor 40’ 35 3 5 2016 Gillig LF Low Floor 35’ 29 3 *2016 scheduled retire date Other Transportation Service Providers Other private and public agencies also offer transportation services for specific client groups. These providers are comprised of taxis and shuttles that provide service for tourists and residents in Brevard County. The current rates for these providers vary on the type of service, which can range from one-way travel per person, group packages, flat rate per vehicle, and tour packages. The most common service is providing transportation from major airports to the cruise line terminals located in Port Canaveral. The inventory of vehicles for each provider varies depending on the service each provides. Table 3-3 provides an inventory of transportation providers and general information about their services.

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Table 3-3: Brevard County Transportation Providers Inventory

Name Service Type Fare Vehicles/Passengers Service Area AA Access Charter Starts at $25 per person Vans, Mini-Bus, Buses, Motor Orlando, Melbourne, Sanford, and Transportation one-way. Range depends Coach Miami Airports, Cocoa Beach, Cape on vehicle and distance Canaveral, Cruise Lines, Cocoa Beach Hotels AA Cruise Line Charter Starts at $38 per person Mini-Buses, Buses, Coach Orlando Theme Parks, International Connection roundtrip shuttle service Buses, Shuttles, Sedans, SUV’s Drive, Orlando Hotels, Kennedy Space Center, Cocoa Beach, Port Canaveral Around the Charter Starts at $100, two Mini-Bus, Shuttle, Sedans, Orlando Airport to Port Canaveral, Clock people one-way SUV’s, Vans Cocoa Beach Hotels Transportation Bay Hill Charter Starts at $28 per-vehicle Mini-Bus, Bus, SUV’s, Town Brevard County, Orlando Hotels, Port of Transportation Car, Van, Limo Miami, Miami Airport Luxury Rides Charter Varies Mini-Bus, Coach, Sedan, SUV, Orlando, Kissimmee, and Sanford Vans, Limo Airports, Port Canaveral, all Florida Attractions Lake Limo Charter Varies Mini-Bus, SUV, Town Car, Florida, mostly Miami and surrounding Van, Limo areas Kennedy Tours Charter $60-$105 (depending on Mini-Bus, Coach, Sedan, SUV, Orlando, Kennedy Space Center distance) Vans, Limo Executive Charter Varies Vans Orlando and Melbourne Airports, Port Shuttle Service Canaveral Franco Charter, Taxi Varies 10-Passenger Taxi Vans Orlando Airport, Amtrak Station, UCF, Transportation Downtown Orlando, International Drive, Port Canaveral Port Canaveral Charter Starts at $25 per person Buses, Sedans, SUV’s, Vans Port Canaveral, Orlando Hotels and Connection one-way Resorts Uber Ridesource Varies, based on real- Sedans, SUV’s, LX Vans Brevard County time rates Lyft Ridesource Varies, based on real- Sedans, SUV’s, Vans Brevard County time rates

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Ridesourcing Ridesourcing companies, like Uber and Lyft, provide similar services to a taxi except they connect drivers to consumers strictly using a mobile app. Consumers use their smartphone to make a trip request, which is then routed to the nearest driver. The drivers then use their personal car to transport consumers to their destination. These types of ridesourcing services are growing popularity, especially among young adults and, in many locations, complement gaps in transit services by helping riders complete the last leg of their trip or by providing late service when transit is not operating. The American Public Transportation Association (APTA) reported that Uber and Lyft users are more likely to use public transit more frequently. Uber drivers began providing service to Brevard County in 2014, and according to Uber Hot Spots the most frequent request for weekend service is Friday, Saturday, and Sunday from 1 a.m. to 4 p.m. The locations with the most demand include:

• Cape Canaveral • Cocoa Beach • Indian Harbour Beach • New Haven Avenue • Indian Harbour Beach • Melbourne International Airport • Florida Institute of Technology Trend and Peer Reviews To assess how efficiently Space Coast Area Transit supplies fixed-route transit service and how effective those services meet the needs of the area, a trend analysis of critical performance indicators was conducted to examine the performance of Space Coast Area Transit’s fixed-route services over a five-year period. In order to complete this trend and peer analysis, data from the Florida Transit Information Systems (FTIS) were used, which includes validated National Transit Database (NTD) data for fiscal years 2011-2015, the most recent data available. The performance measures are used to present the data that relate to overall system performance. Three categories of performance measures were analyzed for the trend analysis of the existing transit service:

• General performance measures, which measure the quantity of service supply, passenger and fare revenue generation, and resource input. • Effectiveness measures, which review the extent to which the service is effectively provided. These measures can be used to implement goals towards improving the quality of service and customer satisfaction, and increasing the market share of transit. • Efficiency measures, which indicate the extent to which cost efficiency is achieved, i.e. costs in relation to benefit. These measures can be used to implement goals towards long-term viability and stability of service. In conjunction with the trend analysis, a peer review analysis was conducted to compare various Space Coast Area Transit’s fixed-route performance characteristics to a group of transit peers using 2015 data from the National Transit Database (NTD). The trend and peer review analyses are organized by the type of measure or indicator and include statistics, figures, and tables to illustrate Space Coast Area Transit’s performance over the past five years and how Space Coast Area Transit compares to selected peers. The

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selection process for the peer review is described first, followed by a presentation of highlights from the trend and peer review analyses. Summary results are provided at the conclusion of this section.

Peer System Selection Methodology The Transit Cooperative Research Program (TCRP) methodology, as reported in TCRP Report 141: A Methodology for Performance Measurement and Peer Comparison in the Public Transportation Industry, was used to identify transit agencies that are similar to Space Coast Area Transit using an assessment of the following variables:

• Total Vehicle Miles Operated • Total Operating Budget • Percent Demand Response • Percent Service Purchased • Service Area Type • Urban Area Population • Population Growth Rate • Population Density • State Capital • Percent Population with College Degree • Percent Poverty • Annual Delay (hrs.) per Traveler • Freeway Lane-Miles per Capita • Distance to Peer System Likeness scores are calculated for each individual factor based on the percentage difference between the potential peer’s value and Space Coast Area Transit’s value. A score of 0 indicates that the peer and Space Coast Area Transit’s value are exactly alike, and a score of 1 indicates that the potential peer’s value is twice that of Space Coast Area Transit. For the factors that cannot be compared by percentage difference (e.g., state capital or distance), likeness scores are based on formulas that are designed to produce similar results; a score of 0 indicates identical characteristics, a score of 1 indicates a difference, and a score of 2 or more indicates a substantial difference.

After the screen factor scores and peer-grouping factors scores are determined, the total likeness score for an individual potential peer agency is calculated using a sum of all likeness scores divided by a count of the peer-grouping factors. The total likeness score is interpreted as follows:

• Less than 0.50: Good Match • 0.50-0.74: Satisfactory Match • 0.75-0.99: Poor Match • Greater than 0.99: Unmatched Based on the TCRP Report 141 methodology, Table 3-4 shows the eight peer agencies that were selected to serve as comparable transit systems to the Space Coast Area Transit. The peer comparison is a requirement of the FDOT in preparing Transit Development Plans and serves as a reliable means for benchmarking transit system performance.

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Table 3-4: Selected Peer Systems for Space Coast Area Transit Peer Review Analysis

Peer System Location Sarasota County Area Transit Sarasota, FL Manatee County Area Transit (MCAT) Bradenton, FL Polk County Transit Services Division Bartow, FL Escambia County Area Transit (ECAT) Pensacola, FL Piedmont Authority for Regional Transportation Greensboro, NC York County Transportation Authority York, PA Wichita Transit Wichita, KS Worcester Regional Transit Authority Worcester, MA

Selected Performance Measures Table 3-5 lists the performance measures by category used in the peer and trend analysis. A review of Space Coast Area Transit trends and how Space Coast Area Transit compares to its peers is presented next, by performance measure type, beginning with General Performance Measures, followed by Effectiveness Performance Measures and Efficiency Performance Measures, respectively.

Table 3-5: Performance Measures by Category

General Performance Measures Effectiveness Efficiency Service Area Population Vehicle Miles per Capita Operating Exp. per Capita Service Area Population Density Passenger Trips per Capita Operating Exp. per Passenger Trip Passenger Trips Passenger Trips per Rev Mile Operating Exp. per Passenger Mile Passenger Miles Passenger Trips per Rev Hour Operating Exp. per Rev Mile Vehicle Miles Average Age of Fleet Operating Exp. per Rev Hour Revenue Miles Average Headway Average Fare Revenue Hours Revenue Miles Between Failures Farebox Recovery Ratio (%) Total Operating Expense Revenue Miles per Vehicle Mile Vehicles Operated in Max Service Vehicle Miles per Gallon Passenger Fare Revenues Federal/State/Local/Other Contributions

General Performance Measures General performance indicators are used to gauge the overall system operating performance. Figures 3-2 through 3-15 present the performance indicators for Brevard County from FY 2011 through FY 2015 (trend analysis) as a well as its performance relative to its peer systems (peer review).

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Service Area Population and Population Density Service area population and density are used as a way to measure the potential demand for service. Service area population is determined using a ¾-mile buffer around the transit route. From 2011 to 2015 Space Coast Area Transit’s service area population has remained constant at 554,354, showing a 0 percent change, and is 0.2 percent below the peer group mean. In comparison to the peer groups, Space Coast Area Transit’s service area population density is 11.1 percent above the peer group mean.

Figure 3-2: Trend and Peer Comparison for Service Area Population (000)

Service Area Population (000) Service Area Population (000) 600 Sarasota, FL 500 Bradenton, FL Bartow, FL 400 Pensacola, FL 300 Greensboro, NC York, PA 200 Wichita, KS Worcester, MA 100 Space Coast

0 0 500 1,000 1,500 2011 2012 2013 2014 2015 Peer Group Mean

Figure 3-3: Trend and Peer Comparison for Service Area Population Density

Service Area Population Density Service Area Population Density 1,400 Sarasota, FL 1,200 Bradenton, FL 1,000 Bartow, FL Pensacola, FL 800 Greensboro, NC York, PA 600 Wichita, KS 400 Worcester, MA Space Coast 200 0 500 1,000 1,500 2,000 2,500 0 2011 2012 2013 2014 2015 Peer Group Mean

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Passenger Trips (Ridership) Passenger trips, also known as ridership, is the number of passengers who board the public transit vehicles and is a measure of the market demand for service. Passengers are counted each time they board the vehicles no matter how many vehicle transfers may be necessary to travel from their origin to their destination. The total number of passenger trips Space Coast Area Transit provided increased from 1.84 million in 2011 to 2.38 million in 2015, or 29.4 percent. When compared to its peers, Space Coast Area Transit is 30.9 percent above the peer group mean.

Figure 3-4: Trend and Peer Comparison for Passenger Trips (000)

Passenger Trips (000) Passenger Trips (000) 2,500 Sarasota, FL 2,000 Bradenton, FL Bartow, FL Pensacola, FL 1,500 Greensboro, NC York, PA 1,000 Wichita, KS Worcester, MA 500 Space Coast 0 1,000 2,000 3,000 4,000 0 2011 2012 2013 2014 2015 Peer Group Mean

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Passenger Miles Passenger miles are calculated by multiplying the number of passenger trips by the average passenger trip length to estimate the total number of miles passengers traveled. The average trip length is usually determined by survey sampling. Passenger miles have shown a continuous upward trend from 2011 to 2015, 33.3 percent overall. Space Coast Area Transit is 55.6 percent above the peer group mean for passenger miles.

Figure 3-5: Trend and Peer Comparison for Passenger Miles (000)

Passenger Miles (000) Passenger Miles (000) 16,000 Sarasota, FL 14,000 Bradenton, FL 12,000 Bartow, FL 10,000 Pensacola, FL Greensboro, NC 8,000 York, PA 6,000 Wichita, KS Worcester, MA 4,000 Space Coast 2,000 0 5,000 10,000 15,000 0 2011 2012 2013 2014 2015 Peer Group Mean

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Vehicle Miles Vehicle miles are the miles that the transit vehicles travel while in revenue service plus deadhead miles. This is a measure of how much service coverage is provided, or the supply of service. Total vehicle miles of service increased 15.9 percent from 2011 to 2015 indicating that Space Coast Area Transit has increased the amount of service provided over the five-year trend period. When comparing Space Coast Area Transit to the peer group and the peer group average for 2015, the number of vehicle miles provided for Space Coast Area Transit is 10.5 percent above the mean of 1.64 million.

Figure 3-6: Trend and Peer Comparison for Vehicle Miles (000)

Vehicle Miles (000) Vehicle Miles (000) 2,000 1,800 Sarasota, FL 1,600 Bradenton, FL Bartow, FL 1,400 Pensacola, FL 1,200 Greensboro, NC 1,000 York, PA 800 Wichita, KS 600 Worcester, MA 400 Space Coast 200 0 1,000 2,000 3,000 4,000 0 2011 2012 2013 2014 2015 Peer Group Mean

Revenue Miles and Revenue Hours Different from the vehicle miles variable discussed in the previous section, revenue miles are the total number of miles that the public transit service is actually operated while in revenue service. This measure does not include the number of miles the vehicle travels without passengers onboard (deadhead travel). When revenue miles are increasing faster than total vehicle miles, this measure generally indicates a positive operational trend. Revenue miles for Space Coast Area Transit increased 16.6 percent over the five-year trend, from 1,504,620 in 2011 to 1,754,475 in 2015, which when compared to total vehicle miles is a slightly higher increase indicating a positive operational trend. In 2015, Space Coast Area Transit was providing a greater amount of service in comparison to the peer group, with revenue miles at 14.0 percent above the peer group mean of 1,538,763.

Revenue hours are another measure of the amount of service provided. Revenue hours also increased over the five-year trend period by 16.3 percent from 80,255 in 2011 to 93,326 in 2015. However, in comparison to the peer group, Space Coast Area Transit is 9.1 percent below the mean. This measure indicates that Space Coast Area Transit is providing more service within fewer hours compared to the peer mean.

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Figure 3-7: Trend and Peer Comparison for Revenue Miles (000)

Revenue Miles (000) Revenue Miles (000) 2,000 1,800 Sarasota, FL 1,600 Bradenton, FL Bartow, FL 1,400 Pensacola, FL 1,200 Greensboro, NC 1,000 York, PA 800 Wichita, KS 600 Worcester, MA 400 Space Coast 200 0 1,000 2,000 3,000 4,000 0 2011 2012 2013 2014 2015 Peer Group Mean

Figure 3-8: Trend and Peer Comparison for Revenue Hours (000)

Revenue Hours Revenue Hours (000) 100,000 90,000 Sarasota, FL 80,000 Bradenton, FL 70,000 Bartow, FL 60,000 Pensacola, FL 50,000 Greensboro, NC 40,000 York, PA 30,000 Wichita, KS 20,000 Worcester, MA 10,000 Space Coast 0 2011 2012 2013 2014 2015 0 50 100 150 200 250

Total Operating Expense Total operating expense includes all operating costs associated with the transit agency (vehicle operations, maintenance, and administration costs). Total operating expense increased from $5.68 million in 2011 to $6.69 million in 2015, or 17.9 percent. The increase in operating expense is a result of Space Coast Area Transit adding additional buses to the network to address overcrowding issues in 2014. The additional buses accommodated additional trips and passengers and helped to increase frequency on several routes. While expenses increased over the five-year trend period, when compared to the peer group, Space Coast Area Transit is 27.5 percent below the mean for total operating expense.

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Figure 3-9: Trend and Peer Comparison for Operating Expense (000)

Total Operating Expense (000) Total Operating Expenses (000) $8,000 Sarasota, FL $7,000 Bradenton, FL $6,000 Bartow, FL $5,000 Pensacola, FL Greensboro, NC $4,000 York, PA $3,000 Wichita, KS Worcester, MA $2,000 Space Coast $1,000 $0 $5,000 $10,000 $15,000 $20,000 $0 2011 2012 2013 2014 2015 Peer Group Mean

Vehicles Operated in Maximum Service Vehicles operated in maximum service is an indication of the supply of service. The trend analysis shows that Space Coast Area Transit’s vehicles operated in maximum service increased 26.1 percent from 23 in 2011 to 29 in 2015, but is 10.0 percent below the peer group mean of 32 vehicles.

Figure 3-10: Trend and Peer Comparison for Vehicles Operated in Maximum Service

Vehicles Operated in Maximum Vehicles Operated in Maximum Service Service

35 Sarasota, FL 30 Bradenton, FL Bartow, FL 25 Pensacola, FL 20 Greensboro, NC York, PA 15 Wichita, KS Worcester, MA 10 Space Coast 5 0 10 20 30 40 50 0 2011 2012 2013 2014 2015 Peer Group Mean

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Passenger Fare Revenue Passenger fare revenue is the total amount of funds generated from passenger fares. Passenger fare revenue for Space Coast Area Transit increased from $773,583 in 2011 to $1.24 million in 2015, or 59.8 percent. Among the peer group, Space Coast Area Transit is 8.4 percent below the mean.

Figure 3-11: Trend and Peer Comparison for Passenger Fare Revenue (000)

Passenger Fare Revenues (000) Passenger Fare Revenues (000) $1,400 Sarasota, FL $1,200 Bradenton, FL $1,000 Bartow, FL Pensacola, FL $800 Greensboro, NC York, PA $600 Wichita, KS $400 Worcester, MA Space Coast $200 $0 $1,000 $2,000 $3,000 $4,000 $0 2011 2012 2013 2014 2015 Peer Group Mean

Total Funding Source Federal and state funding is the financial assistance obtained to assist with paying the costs of providing transit services. Local funding is the financial assistance from local governments (below the state level) to help cover the costs of providing transit services. Local funding does not include funds generated directly by the transit agency unless they are dedicated taxes levied by the Transit Agency. Other funding sources are any funds where revenues are generated by or donated directly to the transit agency including; auxiliary revenue, park and ride revenues, contract revenues, and so forth.

Over the five-analysis periods the amount of funding received by Space Coast Area Transit shows a positive trend, with the exception of federal funding, which has decreased by 14.9 percent. The largest increase has come from “other” funding sources with an overall increase of 64.5% from FY 2011 to FY 2015.

Among the peer group, Space Coast Area Transit is below the peer group mean for federal (-0.2%), local (-50.2%), and other (-4.2%) funding sources, and are 1.2% above the peer group mean when it comes to state funding. The significant outliner in this peer comparison of funding sources is the lack of local funding support that is provided to Space Coast Area Transit, less than 50% of the average for the peer group. This is significant because local funding tends to be the primary source for revenue for transit operations.

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Figure 3-12: Trend and Peer Comparison for Federal Funding (000)

Federal Funding (000) Federal Funding (000) $4,500 $4,000 Sarasota, FL Bradenton, FL $3,500 Bartow, FL $3,000 Pensacola, FL $2,500 Greensboro, NC $2,000 York, PA Wichita, KS $1,500 Worcester, MA $1,000 Space Coast $500 $0 $2,000 $4,000 $6,000 $8,000 $0 2011 2012 2013 2014 2015 Peer Group Mean

Figure 3-13: Trend and Peer Comparison for State Funding

State Funding (000) State Funding (000) $4,500 $4,000 Sarasota, FL Bradenton, FL $3,500 Bartow, FL $3,000 Pensacola, FL $2,500 Greensboro, NC $2,000 York, PA Wichita, KS $1,500 Worcester, MA $1,000 Space Coast $500 $0 $5,000 $10,000 $15,000 $0 2011 2012 2013 2014 2015 Peer Group Mean

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Figure 3-14: Trend and Peer Comparison for Local Funding (000)

Local Funding (000) Local Funding (000) $2,500 Sarasota, FL $2,000 Bradenton, FL Bartow, FL Pensacola, FL $1,500 Greensboro, NC York, PA $1,000 Wichita, KS Worcester, MA $500 Space Coast $0 $5,000 $10,000 $15,000 $20,000 $0 2011 2012 2013 2014 2015 Peer Group Mean

Figure 3-15: Trend and Peer Comparison for Other Source Funding

Other Source Funding Other Source Funding (000) $250,000 Sarasota, FL $200,000 Bradenton, FL Bartow, FL Pensacola, FL $150,000 Greensboro, NC York, PA $100,000 Wichita, KS Worcester, MA $50,000 Space Coast $0 $200 $400 $600 $800 $1,000 $0 2011 2012 2013 2014 2015 Peer Group Mean

Effectiveness Measures Effectiveness measures review the extent to which service-related goals are being met. Effectiveness measures include service supply, service consumption, and quality of service, and are represented by variables such as vehicle miles per capita, passenger trips per revenue hour, and average age of fleet. Figures 3-16 through 3-22 illustrate Space Coast Area Transit’s trend and peer analysis for the selected effectiveness performance measures.

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Vehicle Miles per Capita Vehicle miles per capita is derived from the total system vehicle miles and service area population within a ¾-mile distance of service provided. It measures the supply of service provided based on the demand within the service area. For Space Coast Area Transit, vehicle miles per capita increased 16.0 percent from 2011 to 2015. Vehicle miles per capita began an upward trend after 2013 when it increased from 2.82 miles (2013) to 3.28 miles (2015). Among the peer group, Space Coast Area Transit is 13.8 percent below the mean; however, there is a range among the peers as the minimum is 0.5 while the maximum is 8.0 miles per capita.

Figure 3-16: Trend and Peer Comparison for Vehicle Miles per Capita

Vehicle Miles per Capita Vehicle Miles per Capita 3.5 Sarasota, FL 3.0 Bradenton, FL 2.5 Bartow, FL Pensacola, FL 2.0 Greensboro, NC York, PA 1.5 Wichita, KS 1.0 Worcester, MA Space Coast 0.5 0 2 4 6 8 10 0.0 2011 2012 2013 2014 2015 Peer Group Mean

Passenger Trips per Capita Passenger trips per capita is calculated by dividing the total transit boardings by service area population. This measure of service effectiveness quantifies transit utilization within the service area. In Brevard County passenger trips per capita increased 29.4 percent from 2011 to 2015, and is 0.3% below the peer group mean.

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Figure 3-17: Trend and Peer Comparison for Passenger Trips per Capita

Passenger Trips per Capita Passenger Trips per Capita 4.5 4.0 Sarasota, FL Bradenton, FL 3.5 Bartow, FL 3.0 Pensacola, FL 2.5 Greensboro, NC 2.0 York, PA Wichita, KS 1.5 Worcester, MA 1.0 Space Coast 0.5 0.0 2.0 4.0 6.0 8.0 0.0 2011 2012 2013 2014 2015 Peer Group Mean

Passenger Trips per Revenue Mile Passenger trips per revenue mile is calculated by dividing transit boardings by revenue miles. It is a measure for the supply of revenue service provided based on the level of demand. Space Coast Area Transit’s passenger trips per revenue mile experienced an increase of 11.0 percent from 2011 to 2015, and is 21.5 percent above the peer group mean. With an increase over the five-year period and over 20 percent above the peer group mean, this measure indicates that Space Coast Area Transit is effectively moving more people for each mile of service provided. As a result, buses may become more crowded since passenger trip growth is outpacing service growth.

Figure 3-18: Trend and Peer Comparison for Passenger Trips per Revenue Mile

Passenger Trips per Revenue Mile Passenger Trips per Revenue Mile 1.60 Sarasota, FL 1.40 Bradenton, FL 1.20 Bartow, FL 1.00 Pensacola, FL Greensboro, NC 0.80 York, PA 0.60 Wichita, KS Worcester, MA 0.40 Space Coast 0.20 0.00 0.50 1.00 1.50 2.00 0.00 2011 2012 2013 2014 2015 Peer Group Mean

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Passenger Trips per Revenue Hour The purpose of passenger trips per revenue hour is to quantify service consumption. It can help evaluate the productivity of service supplied. From 2011 to 2015, Space Coast Area Transit’s passenger trips per revenue hour increased by 11.3 percent. This measure indicates the system was achieving improved ridership productivity during the five-year period. Space Coast Area Transit ranks first in this measure among its peer group at 49.5 percent above the group mean.

Figure 3-19: Trend and Peer Comparison for Passenger Trips per Revenue Hour

Passenger Trips per Revenue Passenger Trips per Revenue Hour Hour 30 Sarasota, FL Bradenton, FL 25 Bartow, FL Pensacola, FL 20 Greensboro, NC 15 York, PA Wichita, KS 10 Worcester, MA Space Coast 5 0 5 10 15 20 25 30 0 2011 2012 2013 2014 2015 Peer Group Mean

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Average Age of Fleet The average age of fleet is a measure of the quality of service. It can indicate the reliability or condition of the fleet. The average age of Space Coast Area Transit’s fleet decreased 26.6 percent during the five-year period, and is 13.0 percent below the peer group mean. This downward trend indicates that the system is operating with newer buses, which can increase the reliability of service provided.

Figure 3-20: Trend and Peer Comparison for Average Age of Fleet

Average Age of Fleet Average Age of Fleet 8 Sarasota, FL 7 Bradenton, FL 6 Bartow, FL 5 Pensacola, FL Greensboro, NC 4 York, PA 3 Wichita, KS Worcester, MA 2 Space Coast 1 0 2 4 6 8 10 0 2011 2012 2013 2014 2015 Peer Group Mean

Average Headway Average headway is a measure of the quality of service that indicates how frequently a transit service is provided. The average headway for all routes decreased from 50.93 minutes in 2011 to 41.93 minutes in 2015, indicating a continuous improvement of increasing quality for Space Coast Area Transit users. Overall the average headway decreased 17.7 percent, and when compared to the peer group mean Space Coast Area Transit is 14.3 percent below its peer agencies.

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Figure 3-21: Trend and Peer Comparison for Average Headway (Mins)

Average Headway (Mins) Average Headway (Mins) 60 Sarasota, FL 50 Bradenton, FL Bartow, FL 40 Pensacola, FL Greensboro, NC 30 York, PA Wichita, KS 20 Worcester, MA Space Coast 10 0 20 40 60 80 100 120 0 2011 2012 2013 2014 2015 Peer Group Mean

Revenue Miles between Failures Revenue miles between failures reflects quality of maintenance as well as loss in revenue due to operational failures and service shortages. A higher value can indicate a higher quality passenger experience. For Space Coast Area Transit, this effectiveness measure increased from 13,804 miles in 2011 to 39,988 miles in 2015, a 182.5 percent increase overall. The increase in revenue miles between failures corresponds with the decrease for the average age of the fleet. Space Coast Area Transit is also 307.0 percent above the peer group mean.

Figure 3-22: Trend and Peer Comparison for Revenue Miles between Failures (000)

Revenue Miles Between Failures Revenue Miles Between Failures (000) (000) 45 Sarasota, FL 40 Bradenton, FL 35 Bartow, FL Pensacola, FL 30 Greensboro, NC 25 York, PA 20 Wichita, KS 15 Worcester, MA 10 Space Coast 5 0 10 20 30 40 0 2011 2012 2013 2014 2015 Peer Group Mean

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Efficiency Measures Categories of efficiency measures include cost efficiency and operating ratios. Figures 3-23 through 3-31 present the efficiency measures for Space Coast Area Transit’s trend analysis and peer review. The following summarizes the trend and peer analysis by efficiency measure type.

Operating Expense per Capita The purpose of the operating expense per capita measure is to reflect the resource commitment to the transit community. It is determined by dividing operating expense by the service area population. Over the five-year period reviewed, the operating cost per capita for Space Coast Area Transit increased by 18 percent from $10.24 per person in 2011 to $12.08 per person in 2015; however, this is still 43.9 percent below the peer group mean. It is important to note the variation in operating expense per capita among the group, which ranges from $3.57 to $40.55 per person. The low level of operating expense per capita is consistent with the low share of local funding for Space Coast Area Transit and reflects a significant limitation on potential for Space Coast Area Transit ability to enhance and expand service operations.

Figure 3-23: Trend and Peer Comparison for Operating Expense per Capita

Operating Expense per Capita Operating Expense per Capita $14 Sarasota, FL $12 Bradenton, FL $10 Bartow, FL Pensacola, FL $8 Greensboro, NC York, PA $6 Wichita, KS $4 Worcester, MA Space Coast $2 $0 $10 $20 $30 $40 $50 $0 2011 2012 2013 2014 2015 Peer Group Mean

Operating Expense per Passenger Trip Operating expense per passenger trip measures the efficiency of transporting riders, both on how service is delivered and the market demands for the service. Space Coast Area Transit’s operating expense per passenger trip decreased from $3.09 in 2011 to $2.82 in 2015, an 8.9 percent decrease. Space Coast Area Transit was 55.2 percent below the peer group mean. This low figure for operating cost per passenger trip reflects service efficiency and cost-effectiveness on the part of Space Coast Area Transit but also highlights significant funding limitation for needed service enhancements and expansion.

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Figure 3-24: Trend and Peer Comparison for Operating Expense per Passenger Trip

Operating Expense per Passenger Operating Expense per Passenger Trip Trip $4 Sarasota, FL Bradenton, FL Bartow, FL $3 Pensacola, FL Greensboro, NC $2 York, PA Wichita, KS Worcester, MA $1 Space Coast $0 $2 $4 $6 $8 $10 $12 $0 2011 2012 2013 2014 2015 Peer Group Mean

Operating Expense per Passenger Mile Operating expense per passenger mile measures the impact of trip length on the system’s performance. Space Coast Area Transit’s operating expense per passenger mile decreased 11.6 percent from 2011 to 2015, and was 57.0 percent below the peer group mean.

Figure 3-25: Trend and Peer Comparison for Operating Expense per Passenger Mile

Operating Expense per Passenger Operating Expense per Passenger Mile Mile $0.60 Sarasota, FL Bradenton, FL $0.50 Bartow, FL Pensacola, FL $0.40 Greensboro, NC $0.30 York, PA Wichita, KS $0.20 Worcester, MA Space Coast $0.10 $0.00 $0.50 $1.00 $1.50 $2.00 $0.00 2011 2012 2013 2014 2015 Peer Group Mean

Operating Expense per Revenue Mile Operating expense per revenue mile can indicate how efficiently a transit service is delivered. The operating expense per revenue mile has increased 1.1 percent over the five-year period. In comparison to the peer systems, the operating expense per revenue mile for Space Coast Area Transit is 38.3 percent below the peer group mean indicating a greater efficiency on Space Coast Area Transit’s part.

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Figure 3-26: Trend and Peer Comparison for Operating Expense per Revenue Mile

Operating Expense per Revenue Operating Expense per Revenue Mile Mile

$5 Sarasota, FL Bradenton, FL $4 Bartow, FL Pensacola, FL $3 Greensboro, NC York, PA $2 Wichita, KS Worcester, MA $1 Space Coast $0 $2 $4 $6 $8 $10 $0 2011 2012 2013 2014 2015 Peer Group Mean

Operating Expense per Revenue Hour The operating expense per revenue hour measures the efficiency of transporting riders factoring vehicle speed. Space Coast Area Transit’s operating expense per revenue hour increased by 1.4 percent over the five-year period, from $70.75 in 2011 to $71.73 in 2015. The slight increase demonstrates that Space Coast Area Transit has maintained its operating efficiently while increasing the amount of revenue hours provided. In comparison to the peer group, Space Coast Area Transit is also demonstrating efficiency with an operating expense per revenue hour that is 26.1 percent below the peer group mean.

Figure 3-27: Trend and Peer Comparison for Operating Expense per Revenue Hour

Operating Expense per Revenue Operating Expense per Revenue Hour Hour $90 Sarasota, FL $80 Bradenton, FL $70 Bartow, FL Pensacola, FL $60 Greensboro, NC $50 York, PA $40 Wichita, KS $30 Worcester, MA $20 Space Coast $10 $0 $50 $100 $150 $0 2011 2012 2013 2014 2015 Peer Group Mean

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Average Fare Average fare is calculated by dividing the total passenger fare revenue by the total number of passenger trips. The average can be lowered by systems that offer free transfers. Space Coast Area Transit’s average fare increased from $0.42 in 2011 to $0.52 in 2015, a 23.5 percent increase overall, and was 28.7 percent below the peer group mean.

Figure 3-28: Trend and Peer Comparison for Average Fare

Average Fare Average Fare $0.60 Sarasota, FL $0.50 Bradenton, FL Bartow, FL $0.40 Pensacola, FL Greensboro, NC $0.30 York, PA Wichita, KS $0.20 Worcester, MA Space Coast $0.10 $0.00 $0.20 $0.40 $0.60 $0.80 $1.00 $1.20 $0.00 2011 2012 2013 2014 2015 Peer Group Mean

Farebox Recovery Farebox recovery is the fare revenue divided by total operating expenses. It measures the percentage of direct operating costs that are recovered through the fares paid by the riders. Space Coast Area Transit’s farebox recovery increased by 35.6 percent over the five-year trend period, from 13.62 percent farebox recovery in 2011 to 18.5 percent farebox recovery in 2015. Among the peer group, Space Coast Area Transit was 36.4 percent above the mean, indicating that the system relies less on non-fare revenue than the peer systems and that riders are paying a higher share of the cost of service than is the case in peer communities.

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Figure 3-29: Trend and Peer Comparison for Farebox Recovery

Farebox Recovery Ratio Farebox Recovery Ratio 20% 18% Sarasota, FL 16% Bradenton, FL Bartow, FL 14% Pensacola, FL 12% Greensboro, NC 10% York, PA 8% Wichita, KS 6% Worcester, MA 4% Space Coast 2% 0% 5% 10% 15% 20% 0% 2011 2012 2013 2014 2015 Peer Group Mean

Revenue Miles per Vehicle Mile A higher ratio of revenue miles traveled to total vehicle miles generally indicates a higher system productivity. For Space Coast Area Transit, revenue miles per vehicle mile remained relatively stable over the five-year period with only a 0.6 percent increase. Among the peer group, Space Coast Area Transit was 3.2 percent above the mean for this measure.

Figure 3-30: Trend and Peer Comparison for Revenue Miles per Vehicle Mile

Revenue Miles per Vehicle Mile Revenue Miles per Vehicle Mile 1.20 Sarasota, FL 1.00 Bradenton, FL Bartow, FL 0.80 Pensacola, FL Greensboro, NC 0.60 York, PA Wichita, KS 0.40 Worcester, MA Space Coast 0.20 0.00 0.20 0.40 0.60 0.80 1.00 0.00 2011 2012 2013 2014 2015 Peer Group Mean

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Vehicle Miles per Gallon Vehicle miles per gallon, or the ratio between fuel consumed and distance traveled, is an indication of fuel efficiency and applies only to the diesel and gasoline powered vehicles. For Space Coast Area Transit, vehicle miles per gallon has decreased by 44.3 percent from 2011 to 2015. Among the peer group, Space Coast Area Transit was 35.0 percent below the group mean.

Figure 3-31: Trend and Peer Comparison for Vehicle Miles per Gallon

Vehicle Miles per Gallon Vehicle Miles per Gallon 7.0 Sarasota, FL 6.0 Bradenton, FL 5.0 Bartow, FL Pensacola, FL 4.0 Greensboro, NC York, PA 3.0 Wichita, KS 2.0 Worcester, MA Space Coast 1.0 0.0 2.0 4.0 6.0 8.0 0.0 2011 2012 2013 2014 2015 Peer Group Mean

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Summary Results of Fixed-Route Peer and Trend Analysis Although the trend analysis is only one aspect of overall transit performance evaluation, when combined with the peer review analysis, the results provide a starting point for understanding the efficiency and effectiveness of a transit system. Highlights from both analyses are provided in this section.

Trend Analysis Summary • Service Consumption – Passenger trips per capita, per revenue mile, and per revenue hour have all shown an increase during the five-year analysis period. This positive trend reflects improvements in overall system effectiveness that Space Coast Area Transit has put in place during this period. The socioeconomic trends and the higher median age in Brevard County portend a significant and continual increase in demand for mobility services. • Service Supply – Vehicle miles per capita (service supply) increased 16.0% over the five-year period. While service supply is increasing per capita, it is still significantly lower than peers. • Quality of Service – The decrease in the average age of fleet and increase in revenue miles between failures indicates the system’s service quality is functioning efficiently. In addition, the average headway decreased by 17.7% during the five-year analysis period. • Cost Efficiency – The operating expense per capita, per revenue mile, and per revenue hour variables each increased between 2011 and 2015. However, the operating expense per passenger trip and operating expense per passenger and mile variables decreased by 8.9% and 11.6%, respectively, indicating an increased cost efficiency. • Funding – The level of local funding support is significantly less (50%) for Space Coast Area Transit than compared to peers and passengers pay a much higher share of the cost of service than is the case for peers. This significant degree of local funding underinvestment in transit services limits the ability and fiscal capacity of Space Coast Area Transit to respond to increasing demand for mobility services and to enhance and expand existing services.

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Table 3-5 summarizes the trend and peer analyses of Space Coast Area Transit’s existing fixed-route system in terms of the percent that each performance measure changed between 2011 and 2015 and compared to peers.

Table 3-6: Summary of Space Coast Area Transit Trend and Peer Analysis

% Change Deviation from Measure Indicator* Indicator* (2011-2015) Peer Group Mean General Performance Service Area Population 0.0% o -0.2% o Service Area Population Density 0.0% o 11.1% + Passenger Trips 29.4% + 30.9% + Passenger Miles 33.3% + 55.6% + Vehicle Miles 15.9% + 10.5% + Revenue Miles 16.6% + 14.0% + Revenue Hours 16.3% + -9.1% - Total Operating Expense 17.9% - -27.5% + Vehicles Operated in Maximum Service 26.1% + -10.0% - Passenger Fare Revenue 59.8% + -8.4% - Federal Funding -14.9% - -0.2% - State Funding 10.4% + 1.2% + Local Funding 30.0% + -50.2% - Other Funding 64.5% + -4.2% - Effectiveness Measures Vehicle Miles per Capita 16.0% + -13.8% - Passenger Trips per Capita 29.4% + -0.3% o Passenger Trips per Revenue Mile 11.0% + 21.5% + Passenger Trips per Revenue Hour 11.3% + 49.5% + Average Age of Fleet -26.6% + -13.0% + Average Headway -17.7% + -14.3% + Revenue Miles Between Failures 182.5% + 307.0% + Efficiency Measures Operating Expense per Capita 18.0% - -43.9% + Operating Expense per Passenger Trip -8.9% + -55.2% + Operating Expense per Passenger Mile -11.6% + -57.0% + Operating Expense per Revenue Mile 1.1% o -38.3% + Operating Expense per Revenue Hour 1.4% o -26.1% + Average Fare 23.5% + -28.7% - Farebox Recovery 35.6% + 36.4% + Revenue Miles per Vehicle Mile 0.6% + 3.2% + Vehicle Miles per Gallon -44.3% - -35.0% - Source: 2011-2015 FTIS *”+” represents positive, “-“represents negative, and “o” represents “neutral.”

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Section 4: Public Involvement The goal of the public involvement activities is to increase the likelihood of active participation from citizens and stakeholder agencies during the development of the updated plan. Input from the public is critical since the TDP provides a strategic guide for public transportation in the community over the next 10 years. Meaningful public participation is required by FDOT to update the TDP. This section summarizes the public involvement activities completed to-date for Space Coast Area Transit’s major TDP update.

Public Involvement Plan Current State law effective February 20, 2007, requires that Space Coast Area Transit document its public involvement plan to be used in the TDP development process. Pertinent language from the TDP rule is as follows:

The TDP preparation process shall include opportunities for public involvement as outlined in a TDP public involvement plan, approved by the Department, or the local Metropolitan Planning Organization’s (MPO) Public Involvement Plan, approved by both the Federal Transit Administration and the Federal Highway Administration. —Florida Rule 14-73.001

Public involvement is an ongoing process that includes continuously receiving and accumulating feedback about transit in Brevard County. One of the first activities in this process was to prepare a Public Involvement Plan (PIP) to identify all of the public outreach activities to be undertaken during the TDP update process. The PIP provides numerous opportunities for involvement by the general public and representatives of local agencies and organizations. A copy of the PIP developed for this TDP is included in Appendix A.

In accordance with current Florida Rule 14-73.001, the PIP developed for the TDP is consistent with the Space Coast Area TPO’s Public Participation Plan (PPP). The remainder of this section outlines the public involvement activities planned for Space Coast Area Transit’s TDP and summarized the input received from the activities that have occurred to-date.

Direct Involvement and Information Distribution Techniques A variety of public involvement techniques are documented in the Space Coast Area Transit TDP PIP to ensure the opportunity for a range of community stakeholders to actively participate in the plan development process. The public involvement techniques used in developing Space Coast Area Transit’s TDP are identified by two major categories: direct involvement techniques and information distribution techniques.

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Direct Involvement Techniques Direct involvement techniques include activities that directly engage the public and stakeholders in “hands-on” workshops and/or discussions about the project. Direct involvement techniques included in the PIP include the following:

• Review Committee Meetings • Passenger (On-Board) Surveys • Stakeholder Interviews • Discussion Group Workshops • Public Workshops • Presentations to the Brevard County Board of County Commissioners and/or the TPO Board/Committees Information Distribution Techniques Information distribution techniques include the use of materials or methods used to inform the general public and stakeholders about the project. Information distribution techniques used for the TDP Update will be coordinated by the project team and performed by Space Coast Area Transit.

• Notification of General Public – The general public will be notified of public meetings through a number or methods: legal advertisement, Space Coast Area Transit website, flyers, and/or press releases. See Appendix B for flyers and press releases related to public meetings. • Notification of State and Local Agencies – The TPO and the FDOT, will be advised of all public meetings via email. In addition to notifying these agencies of public meetings, project deliverables will also be submitted to them in order to solicit feedback and comments. Summary of Public Involvement Activities Table 4-1 summarizes the number of persons reached or contacts made through the various public involvement activities completed for this major TDP update effort. The remainder of this section describes the activities completed and provides more detail on the information collected from each.

Table 4-1: Summary of Public Involvement Contacts

Activity Date Approximate # of Participants On-Board Survey November 3-6, 2016 667 respondents/ 649 completed Stakeholder Interviews January 4-February 15, 2017 7 completed interviews Discussion Group #1 January 27, 2017 Over 150 guests/ 43 respondents Discussion Groups #2-4 May 3-4, 2017 27 participants Public Workshops (Round 1) June 13, 2017 5 participants Review Committee February 22, 2017 8 participants Meetings June 13, 2017 6 participants August 3, 2017 5 participants Public Workshops (Round 2) August 2-3, 2017 24 participants

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Review Committee Meetings A Review Committee to provide input on the TDP recommendations was formed and includes project Team members (consultant and Space Coast Area Transit staff) as well as other agency representatives. Review Committee meetings were held on February 22, 2017, June 13, 2017, and August 3, 2017

The primary objectives of the review committee meetings were to receive plan direction, collect participant insights, and to review the proposed TDP alternatives. The review committee meeting discussions assisted with advancing the plan and were a vital part of the development process.

Passenger (On-Board) Survey As part of the TDP public involvement process, an on-board survey of bus passengers was conducted on Thursday, November 3; Saturday, November 5; and Sunday, November 6, 2016, to collect travel characteristics, rider demographics, and customer service and satisfaction information. On-board surveys are an important service assessment tool employed by public transportation agencies as a way to assess how efficiently Space Coast Area Transit supplies fixed-route transit service, and how effective those services meet the needs of the rider. Feedback from the on-board survey efforts will assist Space Coast Area Transit in planning for immediate service improvements and in determining future transit needs in Brevard County. The results from the survey will provide Space Area Transit with insight on the demographic make-up and travel characteristics of its existing customer base. In addition, the results from this on-board survey were compared to the results of on-board surveys previously completed in 2008 and 2012 when the same questions were included on the different surveys to determine the historical trends for passenger demographics and travel characteristics.

Survey Approach An on-board survey instrument was prepared and administered to bus riders. The survey was translated into Spanish to assist those who were not able to complete the English version. The English and Spanish versions of the survey instrument can be found in Appendix E. The on-board survey was conducted on the fixed-route service, with the use of portable electronic tablets by a team of trained survey personnel. Prior to sending surveyors onto Space Coast Area Transit buses, a training session was conducted to train and instruct personnel on the use of the portable devices, their duties and responsibilities while administering the on-board survey, and to address any issues or concerns that may arise during the survey process.

On-Board Survey Key Results The following section documents a few key results of the on-board survey. A total of 667 surveys were collected, with 649 surveys fully completed. The survey collected socio-demographic information of the survey respondents. The survey respondents were majority white (52.5%), male (53%), between the ages of 25-44 (41.4%), and make under $15,000 (21.3%).

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Travel Characteristics Travel characteristic questions were designed to gather information about trip attributes and travel behavior. Topics covered in the travel characteristic questions included the following:

• Travel origin (type and location) • Trip destination (type and location) • Transit stop/station access and egress travel mode • Frequency of use • Transit alternative travel mode • Fare type used The input was reviewed, tabulated, and some key highlights/major themes of the survey findings are summarized below. A more detailed summary can be found in Appendix E.

Origin and Destination of Trip- The survey respondents were asked the starting place of their one-way trip. The majority of the respondents indicated their trip started from either home (43.2 %) or work (22.7%). The majority of the respondents likewise indicated their trip destination was either home (40.3%) or work (19.4%). Other common origins and destinations were for shopping/errands, social/personal, and recreation.

The majority of Space Coast Area Transit bus customer’s access and egress from the bus/station by walking (77%), with most having traveled approximately 1 to 2 blocks. The second most common mode of travel used was to be either dropped off or picked up (12%).

Method of Travel if not by Bus- A high percentage of respondents do not have access to a vehicle (81.1%). Respondents were asked how they would make the trip if not by bus, as shown in Figure 4-1. The results were compared with those from the on-board survey efforts conducted in 2008 and 2012. The most common response provided in 2008 and 2012 was “Wouldn’t make the trip,” followed by “Ride with someone else.” In 2016, the results differ from the historical trend in which respondents indicated “Ride with someone else” more frequently than “Wouldn’t make the trip.” The percentage of respondents who indicated they would either bike or walk has declined from 2012 and 2008, while 12 percent in 2016 indicated they would take a taxi. With the change in technology from 2008 to the present, there has been an increase in applications that connect passengers with drivers also known as ridesourcing. Through the use of online reservations and payments, ridesourcing provides an alternative mode of travel for people wishing to get to their destination and has increased mobility options in Brevard County. Therefore, it is unclear whether respondents would have answered that they used a taxi or rode with someone else, if they had used a ridesourcing service, such as Uber.

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Figure 4-1: Mode Choice

11.0% Drive 9.0% 9.0%

2.8% Taxi 8.9% 12.0%

17.8% Walk 21.0% 19.0%

31.0% 2008 Wouldn't make trip 22.5% 2012 22.0% 2016 11.3% Bicycle 13.7% 10.0%

25.2% Ride with someone 21.5% 27.0%

0.9% Other 3.5% 0.0%

0% 5% 10% 15% 20% 25% 30% 35%

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How long they have been using Space Coast Area Transit- Most respondents are frequent users, indicating transit use of 4 or more days a week (68.9%). Most riders are long time users, Based on the results shown in Figure 4-2, the percentage of respondents who have been using Space Coast Area Transit service for more than five years increased from 20.8 percent in 2012 to 29.2 percent in 2016. At the same time, the percentage of respondents who have been using service for two to five years has decreased since 2012. This decrease would indicate that those who responded in 2012 are now part of the group that has been loyal to Space Coast Area Transit for over five years.

Figure 4-2: History of Space Coast Area Transit Service Use

12.5% First Day 2.5% 2.3%

29.7% Less than 6 months 18.1% 20.7%

39.6% 2008 6 months to 2 years 29.5% 2012 22.2% 2016 13.1% 2 to 5 years 29.2% 25.5%

5.1% More than 5 years 20.8% 29.2%

0% 5% 10% 15% 20% 25% 30% 35% 40%

Reason why they ride the bus- Respondents were asked to indicate the most important reason why they ride the bus as shown in Figure 4-3. The number one reasons selected by respondents is “I do not have access to a car/vehicle” (35.2%), followed by “I do not drive” (22.4%), and “The bus is more convenient” (18.8%). The responses suggest that the majority of Space Coast Area Transit riders have limited transportation options and, therefore, rely heavily upon bus service. However, it is important to note that while not the most selected category, the number of responses for “The Bus is More Convenient” increased from 6.4 percent in 2012 to 18.8 percent in 2016. The increase in this category indicates that the service improvements implemented by Space Coast Area Transit since the 2012 on- board survey effort may have improved the passengers’ perception of bus reliability. It may also indicate a greater number of “choice” riders within the ridership base.

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Figure 4-3: Reasons for Using Space Coast Area Transit Service

34.4% I do not have access to a car/vehicle 35.2%

30.6% I do not have a driver's license 13.4%

14.6% I do not drive 22.4%

8.7% The bus fits my budget better 6.8% 2012 6.4% The bus is more convenient 18.8% 2016

2.7% Other 0.0%

2.2% The bus is safer/less stressful 2.3%

0.4% Parking is too expensive/difficult 1.2%

0% 10% 20% 30% 40%

Recommended Service Improvements- Respondents were asked to select from a list of eight potential service improvements they felt would make Space Coast Area Transit service better for them to use as show in Figure 4-4. The highest indicated service improvements were:

• More frequent service on existing routes (50%) • More benches and shelters at bus stops (23%) • Earlier service on existing routes (11%) • Later service on existing routes (6%) Recommended technology improvements- Respondents were provided with a list of five technology improvements, and asked to select three technology improvements that would make Space Coast Area Transit better for them to use. As shown in Figure X, the top three most preferred technology improvements from respondents were real-time schedule information on buses (65%), real-time schedule information at terminals (16%), and wireless internet services on buses (15%).

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Figure 4-4: Preferred Technology Improvements

Real-time schedule information on buses 65%

Real-time schedule information at terminals 16%

Wireless Internet services on buses 15%

Electronic bus stop announcements on buses 3%

Smartphone trip planner 1%

Other 0%

0% 10% 20% 30% 40% 50% 60% 70%

Customer Satisfaction- Respondents were asked to indicate their satisfaction levels with various aspects of the bus service provided by Space Coast Area Transit. Respondents were given a list of 11 service- related criteria to rate as either “Very Unsatisfied,” “Unsatisfied,” “Neutral,” “Satisfied,” or “Very Satisfied,” with 1 being “Very Unsatisfied” and 5 being “Very Satisfied.” The ratings of all the respondents were then averaged to obtain a final overall satisfaction score for each criterion.

Although scores for these type of criteria are typically high, understanding customer satisfaction levels assist Space Coast Area Transit in prioritizing which potential issues need the most attention, and which areas of service require the most improvement. The highest overall scores of 4.3 were given to courtesy of the bus driver, availability of bus route information, and safety on bus and at bus stops. There were seven out of the 11 service-related criteria that were above the average rating score of 4.1. Days of service, how often the buses are on time, how often the buses run, and hours of service each received ratings below 4.0. Figure 4-5 shows all 11 service-related categories and their respective average rating scores.

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Figure 4-5: Service Satisfaction Level

Courtesy of the bus driver 4.3 Availability of bus route information 4.3 Safety on bus and at bus stops 4.3 Convenience of transferring between buses 4.2 Cleanliness and comfort of the bus 4.2 Overall Satisfaction 4.2 Travel time on buses 4.1 Days of service 3.9 How often the buses are on time 3.9 How often the buses run 3.8 Hours of service 3.7

1 2 3 4 5

On-Board Regular Survey General Conclusions The following section draws upon the conclusions from the 2016 on-board survey analysis. The results included in this section provide insight into the various aspects of the service that Space Coast Area Transit provides.

• Space Coast Area Transit riders are loyal, 55% of customers have been using Space Coast Area Transit service for two or more years, and 69% of respondent indicated utilizing transit service four or more days per week. • Bus riders rely on Space Coast Area Transit for their service, with 81% of respondents indicating that they do not have access to a car, and 35% indicating that the most important reason to ride the bus is due to not having access to a vehicle. • Survey respondents rated “real-time schedule information on buses” as the most desirable technology improvement to be implemented by Space Coast Area Transit. In the 2012 on-board survey, respondents also rated this technology improvement to be the most desirable. • The highest satisfaction rating given by respondents were for “courtesy of the bus driver,” “availability of bus route information,” and “safety of bus and at bus stops.” • Space Coast Area Transit riders indicated that they prefer to receive information about Space Coast Area Transit service, schedules, and changes from the Space Coast Area Transit website (36%).

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Stakeholder Interviews Stakeholder interviews provide a one-on-one forum to gather input from the policy leaders and agency/community representatives concerning the vision for public transportation in their community. Interviews were conducted from January 4, 2017 through February 15, 2017. Interviews were conducted with the following representatives:

• Wendy Ellis, Marketing Coordinator for Space Coast Area Transit • Commissioner Rita Pritchett, District 1 • Commissioner Jim Barfield, District 2 • Commissioner Kristine Isnardi, District 5 • Cindy Dittmer, Community Development Director of the City of Melbourne • Courtney Barker, City Manager of City of Satellite Beach • Venetta Valdengo, Assistant County Manager A list of 25 questions was developed for the interviews, with each stakeholder being asked similar questions from the list. A copy of the interview script is provided in Appendix D. The input received during these interviews was reviewed and major themes identified are summarized below:

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Table 4-2: Stakeholder Interview Summary

Wendy Ellis Commissioner Rita Pritchett Commissioner Jim Barfield Commissioner Kristine Isnardi Question Marketing Coordinator District 1 District 2 District 5 How much do you know about Space I know a substantial amount about Space Coast Area Not a lot before you sent the questions, however in Quite a bit, as I am involved with trying to get extra Know a lot, a former member of the TPO as a council Coast Area Transit and its services? Transit. Been advertising for 22 years with the agency, pretty good shape with background due to aide routes and more weekend and holidays for people member for Palm Bay. and also familiar with TDPs. looking up information. who work. In your opinion, what is the primary role Transport workers, primarily. Right now it is serving low income and elderly, which is All of the above. It offers transportation for people Transport people to work primarily, and also transport of Space Coast Area Transit’s service? a little more expensive. The overall goal would be an that need it, just that simple. The system is those that either cannot drive or those with low avenue for everyone to use across the County, instead convenient when available, and meets the needs of income. of their car. the community. What are the most significant issues facing Frequent Through research, there seems to be a problem with Frequency of service, with bus stops as a good second. Access to bus stops, not enough routes in southern transit users frequency and buses being on time. portion of the county, and coverage of service. Do you believe that Space Coast Area Absolutely. We cannot continually add more We believe it has the potential for economic value. It Yes. Yes, for people going to work. We want to keep Transit adds economic value to Brevard infrastructure, as we can’t maintain what we have. is serving a need for getting people around to where people working and they need service to get there. County? With SCAT having over 1M trips a year, having those they need to be. trips transferred to cars would have a huge impact. Do you believe technology changes will This technology will not likely impact our market I think it could, where people can pull up real-time Maybe some. Not an awful lot. Perhaps more after 10 A possibility. People that ride the bus are a unique impact transit service in Brevard County? segment. The vast majority of Space Coast Area data, and see how buses are moving on routes. years. population, and would likely not be able to afford an Transit riders are service and blue collar workers. Technology could definitely come into play. Uber. These are different audiences. So do not think Technology changes will impact more single- that this is a huge issue. occupancy vehicles (SOV) and not really transit in this area. Do you believe a universal, reloadable Absolutely and absolutely. Yes, if available, that would be helpful for those that Absolutely. Possibly, it could. Definitely would be convenient and smart card or mobile payment options don’t carry cash or for college kids that can purchase would make it easier for drivers and the younger would benefit existing users? Encourage passes at the beginning of the month. population, than dealing with cash, possibly with an new users? automatic reload option. Are there specific areas that need Tourism is one area that has not been touched. Not at this time, until they expand the number of Yes. Some areas include Viera, Merritt Island, and Yes, in the southern part of the County and in Palm additional transit service? If yes, what Getting from the airport to the port. Getting to the riders. Maybe having a bus route in Central Florida in Cocoa Beach. Bay. Along Malabar Road West was a bottleneck specific area and why. Kennedy Space Center. We need to serve the residents Orlando, as there are a lot of students going through. during Hurricane Matthew, which is an evacuation first, however there is a whole new market of people This would be a good destination to look into. area. Overall, the major roadways need better and which could ride transit, and tourism is an untapped more service, as they currently have little to no segment. service. Should local funding be used to increase Yes Yes, public partnerships. Yes. Yes. transit service in the future? Do you believe that a strong transit Yes, a lot of people are coming from areas with large We do believe that a lot of companies do like easy Yes, I do. Yes, could be possible. system could attract more businesses, transit systems, and are shocked at the level of transit access for their employees to get to jobs. Places that including Fortune 500 companies and jobs here as we are behind the times with transit. We need have good transportation are strong attractors for to Brevard County? to attract the millennials with engineering degrees. these types of companies. What additional steps do you feel Space Implement more frequent service, weekend and Promotional offers for transit. Increased marketing There is a lot needed to change the culture of our Marketing and advertising. Make the buses nicer, Coast Area Transit should consider to evening service. Wi-Fi on buses, real-time data. All could help. An Uber-like service would be very citizens to think more of public transportation, which perhaps offering different advertisers and more increase the use of public transit in those things would be more helpful. beneficial for younger generations, as they like to get is tough to do. There is a stigma on buses. More of a pleasing advertisement when on buses, and improve Brevard County and attract additional around on their own and have their independence, public relations effort is required to make that change. the interior as well. riders including those that may have their maybe offering a payment plan online with no cash or own vehicles? bus pass needed. Also more weekend and night hours would be helpful to get to local events throughout the county. Is the public perception of Space Coast Satisfactory.// Fair, from the research conducted.// Good, overall. // Good, have not heard any bad things, other than Area Transit good, satisfactory, or poor? Is Awesome. There are a lot of problems that Space The system serves a purpose. However there are ways Very good actually. When you look at ridership and service. // your perception of Space Coast Area Coast Area Transit has no control over like frequent of making it more attractive. The cute trolleys on the the number of stops and how they continue to change Good Transit good, satisfactory, or poor? service, and more evening and weekend service. What beach are fun. An idea is make the system more an things to meet the needs of the community. There is they do provide with the money available is awesome, experience, though that could be more expensive. great leadership with Jim, who is really on the ball. however the public is not aware of that. More vanpools and Uber projects could potentially pick up more ridership and funding.

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Table 4-3: Stakeholder Interview Summary (cont.)

Cindy Dittmer Courtney Barker Venetta Valdengo Question Community Development Director Manager of Satellite Beach Assistant County Manager How much do you know about Space Quite a bit, work with Jim every couple of months. Quite a bit. I have a fairly good understanding. It is one of the departments that I Coast Area Transit and its services? oversee that I have been running for the past five years. I am familiar with the budget, services offered, and the bus terminals. In your opinion, what is the primary role Primarily transporting workers. Also have an elderly and low income All of them. All of them. The primary one would be transporting workers. of Space Coast Area Transit’s service? population that utilize services. For the future, you would hope that service would reduce congestion and emissions. What are the most significant issues facing Frequency of service is needed to make it more of a viable alternative. Frequency of service. Frequency of service. transit users Do you believe that Space Coast Area Absolutely. Absolutely. Absolutely. Transit adds economic value to Brevard County? Do you believe technology changes will Absolutely, saw that Space Coast Area Transit has an app now, which will Yes. I can see autonomous vehicles being a part of the transit system. Can Yes, it has to. What we can’t do through the public transportation system, impact transit service in Brevard County? definitely affect transit offerings going forward. see that technology being incorporated into our transit system as part of we will have to see other options increase, such as Uber and Lyft. the service, whether private or publicly provided, and as part of the overall transit system. Do you believe a universal, reloadable Definitely. Thought they may have already had that. That would make it Oh yeah, for both groups. Absolutely. I think we are seeing that in so many other services now. It's smart card or mobile payment options easier and more convenient to travel. much safer that way, paying by phone or app. Especially because most would benefit existing users? Encourage people don’t carry cash. There are so many safety checks, and I feel more new users? comfortable linking it to my bank account. Are there specific areas that need The only area that would likely need and/or want additional transit Yes, especially in most of the bigger cities, including Titusville, Cocoa, The only area that would likely need and/or want additional transit additional transit service? If yes, what services would be the Eau Gallie area, which is the smaller of our two Palm Bay, and Melbourne. A priority should be to broaden the routes and services would be the Eau Gallie area, which is the smaller of our two specific area and why. downtowns in Melbourne. shorten the headways in these areas, and make the connections to those downtowns in Melbourne. places where people want to go. Having evening and weekend service would be helpful. These services and improvements are things which would make people want to use the bus. It would also be helpful for tourists when visiting. Should local funding be used to increase Yes, definitely. The City of Melbourne currently funds two routes. Other Absolutely. I can see a gas tax, tourist tax, and ad valorem tax would Yes, in general. Fare increases are never self-sustaining for operations, so transit service in the future? If yes, what cities within the County should continue to increase funding for transit. really fund the system. The others would likely not be a very viable source would be sensitive on fare increases. Big on public-private partnerships types? of revenue. and advertising revenues. A gas tax would be fantastic; we had one shot at one where a penny would have been dedicated to transportation, but it didn’t pass. Happy to say that we are currently using the tourist tax to fund the first bikeshare, which is a key linkage in alternative transportation. Would like to see that continue, especially to help fill the gap in tourism here. Do you believe that a strong transit Torn on this question. Had a lot of big companies coming into Melbourne, Absolutely. Yes. system could attract more businesses, with high paying jobs. Would think that a lot of those individuals would be including Fortune 500 companies and jobs reluctant to take transit. However it could be a draw. to Brevard County? What additional steps do you feel Space Things like this app Space Coast Area Transit is advertising, and other The County needs to invest in more routes with 15 min headways. Service We are kind of stuck, until you can get more frequent service. Until then, Coast Area Transit should consider to things that are more user-friendly will help. Millennials are especially into that would be convenient, so if you miss the bus, the rider does not have there is not much you can do until you have the system running on increase the use of public transit in technology. Space Coast Area Transit is heading in a good direction with to wait an hour. Once that is implemented and marketed, the riders will Sundays, weekends, and at nights. Most people are likely using the Brevard County and attract additional technology through the marketing of their services. Overall transit rides come. Could also market that as an economic stimulus, as families could system as they have no other alternative mode of transportation. riders including those that may have their should be comparable to driving, with frequent service and timely drop excess vehicles, and use that extra money in the County. own vehicles? arrivals/departures to get to work and shopping. Is the public perception of Space Coast Good. Don’t hear anything negative about it.// People think it is good. However, they likely view the bus system as a Satisfactory for fixed route. // Area Transit good, satisfactory, or poor? Is Good. social service. It is important to change the perception in that it could be Outstanding what they do with the money they have. Especially your perception of Space Coast Area better to ditch the car and get on the bus.// compared to the other transit systems in the state. Kudos for the team Transit good, satisfactory, or poor? Very good with what they have and their current resources. They for accomplishing what they have with the existing budget. definitely need more resources, though.

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Discussion Group Workshops A total for four () discussion groups were held, the first was conducted at the Tourism and Transit Summit with approval from Space Coast Area Transit. The Summit which was co-sponsored by Space Coast Area Transit, the Space Coast Office of Tourism, Courtyard by Marriot, Brevard County, Transit One, and re- Think Your Commute, was held on January 27, 2017 in Cocoa Beach. Invited guests included community stakeholders, local, regional and statewide transit officials, tourism leaders and hoteliers from throughout the county. Staff from Tindale Oliver attended the event and had an information booth in which attendees at the summit were asked to complete the 10 question survey. The survey questions are provided in Appendix C. The other three discussion groups were held on May 3-4, 2017, with participants representing the following groups:

• Business and Health Communities • Senior and Community Services • Education Community At each meeting, attendees were advised that it was an open format meeting where topics would be suggested related to Space Coast Area Transit and they could jump in and provide input based on the Discussion Group Agenda. The agenda is included at the conclusion of the discussion group summaries.

A detailed summary of each discussion group, as well as the materials provided to attendees, is included in Appendix C. A brief summary of each meeting and the common themes from comments received are noted below.

Tourism and Transit Summit The Transit + Tourism summit was held on January 27, 2017 at Cocoa Beach, FL 32931. The summit is an annual event co-sponsored by Space Coast Area Transit, the Space Coast Office of Tourism, Courtyard by Marriot, Brevard County, Transit One, and re-Think Your Commute. The summit brings together county and city officials, and representatives from the hospitality and tourism industry within the County. A 10- question survey was distributed to guests to obtain their opinion on transit. The summit was attended by over 150 guests, with 43 surveys completed. Highlights from the surveys include the following:

Use of Space Coast Area Transit services- Most of the respondents do not use Space Coast Area Transit services (83.7%), however a majority believe their employees use transit (81.8%).

Attractions to serve via transit- Survey respondents were asked which attractions they believe tourists would access via transit, and were allowed to provide multiple responses. The main attractions were found to be the Port Canaveral (88.1%), Local beaches (85.7%), Kennedy space Center (81%), and downtown markets (81.0%).

Service Frequency for Tourists- Respondents were asked how frequent bus service would need to be for tourists to use public transit. A majority of respondents indicated more frequent service with 15 minutes or less (45.2%), and 16 to 30 minutes (42.9%).

Transit Amenities- Respondents were asked what amenities would be necessary to encourage tourist use of transit. The majority of respondents (67.4%) indicated that shelters, information regarding the next

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bus arrival, and alternative fare media (credit card, smartphone, online) would be needed to encourage transit use.

Transit’s role in tourism- Respondents were asked whether they believe transit service can play any role in encouraging tourism. This was an open-ended question. The most common responses are found below:

• Yes, if it was readily accessible and provided easy access to amenities and destinations • Yes, more advertising is needed • Yes, as it can provide a cost savings when vacationing Business and Health Community The discussion group included six representatives of the Brevard County business and health community, including Cocoa Beach Regional Chamber of Commerce, Career Source Brevard, Brevard County Health Department, Canaveral Port Authority, Parrish Medical Center, and Titusville Area Chamber of Commerce. Highlights from the workshop discussion topics and questions include the following:

Perception of Transit in Brevard County- Workshop attendees were asked their perception of transit, some of the main findings included:

• Female patients attending clinics are more likely to use transit to get to their appointments than males are. There is a definite need for mobility to transport patients to health clinics. • Mobility for individuals with disabilities; transportation becomes more difficult. • When individuals become more in tuned with transit they are more likely to use it. • Titusville clinic (Route 5) is a concern. Experience with Space Coast Area Transit - Workshop attendees were asked if the people they represent use transit, and what they think their experience has been. Some of the main findings included:

• People accessing clinics have no issue with mobility needs, other than the amount of the transfers that need to be completed in order to get to their final destination. They use transit because they have to. • Sidewalks are an issue when it comes to accessibility, not having sidewalks makes it difficult to access transit. Opinion of Transit- Workshop attendees were asked their opinion of existing transit, some of the main findings included:

• Implementation of a mobile app that tells you when your bus will arrive would be nice. If the budget is approved, an application will be developed that will provide real time information. The current app only provides the bus schedule. • There is a need for more park and rides. Is the county looking at areas to purchase land where park and rides can be put in place? Space Coast Area Transit Service- Workshop attendees were asked how Space Coast Area Transit can better service the people they represent. Some of the main findings included:

• Coordinate more with key stakeholders such as the government, health and EFSC.

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• Provide a special bus route or service when there is a county commissioner’s meeting. This would allow transit users a way to attend these meetings. Otherwise they are left out from attending these meetings. Additional Local Funding for Transit Service- Workshop attendees were told that Space Coast Area Transit has a $12M budget, with 66% from state and federal sources, 20% from fares, and 13% from local government. They were asked if additional local funding should be found to increase future services, and if so in what forms. Some of the main findings included:

• Creating a specialized license plate for Brevard County residents that show Space Coast pride, the money from the purchase of these plates would go toward transit services. • Incorporate major business partners to help with raising donations by asking customers to donate to transit. For example, they can round to nearest dollar of their total bill and that portion would go to help transit. “Donate to help someone get to work.” Additional Comments- Workshop attendees were provided the option to provide additional comments within the workshop, some of the main findings included:

• Add a stop at the Exploration Area where industrial workers can access transit. • Efforts are in place to establish service to Heritage H.S. and Bayside H.S., but no other measures are in place to provide transit to school activities. • Expanding more to the public through outreach. • Linking SCAT website to local medical websites. People who use the medical website will be drawn into the SCAT website and look into the service they offer. • Create a library card that has a GPS chip in it. The card will also be used to board the bus. Children have to keep the card on them at all times because that is the only way they can get on the bus, plus it will allow parents to track their location. Sell the card for $20.00 and donate a portion of the funds to transit. Senior and Community Services The discussion group included seven representatives of the Brevard County senior and community services community including, Brevard Housing and Human Services, Brevard County Libraries, One Senior Place, Seniors Helping Seniors, Aging Matters in Brevard, 211 Brevard, and Brevard County on Aging. Highlights from the workshop discussion topics and questions include the following:

Perception of Transit in Brevard County- Workshop attendees were asked their opinion of existing transit, some of the main findings included:

• Increase service and efficiency, and more people would use the service. • Challenge is the economy, between paying for transportation or rent. Experience with Space Coast Area Transit- Workshop attendees were asked if the people they represent use transit, and what they think their experience has been. Some of the main findings included: • Is there a way to incorporate other transportation services such as Lyft or Uber? Opinion of Transit- Workshop attendees were asked their opinion of existing transit, some of the main findings included:

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• Has any research or comparison been done to find out how other transit services are operating compared to SCAT? Agencies with the same geographical setbacks like Brevard County. • For seniors, the summers are very hot. The heat prohibits them from being able to stand and wait at a stop for the bus to arrive. • Establish areas that incorporate the health community just like the schools system where stops are in place to make accessing health care more accessible. Space Coast Area Transit Service- Workshop attendees were asked how Space Coast Area Transit can better service the people they represent. Some of the main findings included:

• Provide a route that runs to Barefoot Bay and Palm Bay. Not having a route to these areas makes it difficult for seniors to access these areas. • Review the population density of age 65 and over in these areas. • Is there a possibility of having a route that would connect to Lynx in order to get to Orlando? • Sunflower House provides education for seniors for different services, and having someone come out and educate the seniors on how to use transit would be beneficial. • Provide more outreach to senior centers, this would increase awareness and what options they have available for accessing transit. Additional Local Funding for Transit Service- Workshop attendees were told that Space Coast Area Transit has a $12M budget, with 66% from state and federal sources, 20% from fares, and 13% from local government. They were asked if additional local funding should be found to increase future services, and if so in what forms. Some of the main findings included:

• Bringing educated folks from the senior center to partner with SCAT and help provide training to senior citizens. • Shifting the cultural mentality through the commissioner’s office. • Creating a Space Coast specialty license plate, the funding of sales would go towards transit. Must have 1,000 pre-sale vouchers before plates can be printed. Increase Transit Use- Workshop attendees were asked what additional steps could be taken to increase the use of public transit within the County and attract additional riders. Some of the main findings included:

• Create a mobile application for people to use. Additional Comments- Workshop attendees were provided the option to provide additional comments within the workshop, some of the main findings included:

• Are there any plans for service expansion in the Mims area? • Provide better accessibility from Cocoa Beach to Rockledge without having so many transfers. Education Community The discussion group included four representatives of the Brevard County education community including, Barry University, Florida Institute of Technology, Brevard Public Schools, and Viera Charter School. Highlights from the workshop discussion topics and questions include the following:

Perception of Transit in Brevard County- Workshop attendees were asked their opinion of existing transit, some of the main findings included:

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• There is no service or accessibility for students attending night classes, night classes generally end at 9:30 pm, nights, evenings and weekends. • More bus shelters should be put in place to protect against the inclement weather conditions. • There are some apartment settings that provide transit access, but having direct accessibility from these areas would attract choice riders if they knew it were available. • Some of the schools in the county were built in the 60’s and cannot accommodate the mass influx of vehicles from parents dropping off their children. • For public and charter schools, increase service to students within 2 miles of the school. Provide service 180 days out of the year. Parents would be onboard with this concept, because it would mean that for some parents they would be able to work and not have to worry about transporting their child to and from school. It would also help reduce poverty, since two parents would be working and not just one. • Dedicate one bus to service a neighborhood 180 days out of the year. Experience with Space Coast Area Transit- Workshop attendees were asked if the people they represent use transit, and what they think their experience has been. Some of the main findings included:

• Establish partnerships with other schools, the cost alone is too expensive for just one entity. • 33% of students are international and cannot use transit because it’s not available to them. This makes it difficult for them to get around, and also makes it difficult for them to attend medical appointments (Barry University). • More promotion of transit service needs to be done • Expand partnerships with local community centers, such as beach centers, Brevard County Zoo, etc. Opinion of Transit- Workshop attendees were asked their opinion of existing transit, some of the main findings included:

• Having a mobile application is a definite must. Having a mobile application will work, only if the word is spread and there is enough marketing to inform people. • Provide trial rides for people to get a feel for what it’s like to ride the bus. Additional Local Funding for Transit Service- Workshop attendees were told that Space Coast Area Transit has a $12M budget, with 66% from state and federal sources, 20% from fares, and 13% from local government. They were asked if additional local funding should be found to increase future services, and if so in what forms. Some of the main findings included:

• With 2,300 students living on campus, is there a way that SCAT would be able to provide transportation for a local trip? No, a charter company would need to be contracted. • Do not increase fares, this would only cause problems and would decrease ridership • Implement a tourist tax • Melbourne residents ride for free, can something similar be worked out with private entities as well? Marketing and Space Coast Area Transit- Workshop attendees were asked if Space Coast Area Transit has done an effective job marketing transit service options, and if they believe further branding is needed. Some of the main findings included:

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• One concept would be is for employers to modify the work schedule of their employees to work with the fixed-route schedule, partnership would need to be done with these companies. Public Workshops Three public workshops were held to gather input on existing services as part of the TDP update process. A fourth workshop will be held later in the TDP development process to review the draft recommendations with the public.

The first workshop was held on June 13, 2017, from 4:30 PM to 6:30 PM at the Viera Government Center. The second workshop was held on August 2, 2017, from 4:30 PM to 6:30 PM at the Cocoa Beach Library. The third workshop was on August 3, 2017, from 4:30 PM to 6:30 PM at the Martin Luther King, Jr. Library in Melbourne. All three location were accessible by public transportation.

All three workshops opened with a presentation that provided an overview of the meeting agenda, elements of a TDP, analysis completed to date, and an update on public involvement. Attendees were informed that some focus areas for these documents would be on major corridors and improving existing transit service.

A brief summary of each meeting and the common themes from comments received concerning Space Coast Area Transit’s fixed-route and paratransit service are noted below.

Public Workshop #1 (June 13, 2017) Areas in Need of Service - Workshop attendees provided input that Miracle City Mall and Titusville were big tourist areas, which require additional service. Transit Amenities - Workshop attendees indicated that they would appreciate more shelters and shade at bus stops to improve their experience. Paratransit - Workshop attendees indicated that they would appreciate expanding paratransit service as elderly people are driving further than they need to because paratransit service available to them. They wanted to ensure that funding and service is in place to expand service to meet the needs of the County residents. In regards to service, the following comments were recorded:

• Customer service wait time with operators • Users still have the same issue dealing with customer service • Ridership will not improve until customer service improves (visually impaired is most affected) • What is being done to improve customer service for paratransit users?? • 9,000 visually impaired in Brevard County (only about 120 actually use paratransit) It was noted to attendees that Space Coast Area Transit is in procurement to provide email reservations for paratransit scheduling within next year’s budget. Customer Service - Workshop attendees indicated the following comments regarding customer service: • Sensitivity training needed for customer service employees • Reduce wait times for Call Center for riders to make an appointment It was noted to attendees that Space Coast Area Transit has implemented quality assurance of customer service with the call center through 6 month of training, monitoring of phone calls, and providing disciplinary actions for infractions to ensure quality service.

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Public Workshop #2 (August 2, 2017) Mission and Vision-Include the disabled population as part of the vision of the vision statement. Transit Amenities- Workshop attendees indicated that there is a need for more bus shelters, especially along Wickham Road.

Customer Service-Attendees indicated that creation of a riders guide for paratransit users would be helpful. The guide would assist them in understanding what services are available to them from Space Coast Area Transit. Public Workshop #3 (August 3, 2017) Service Improvements-Workshop attendees provided the following recommendations to improve service:

• The service concept routes going to Sebastian are a good idea and should be implemented. • On Saturday’s, bus service on Routes 25 and 21 should continue to operate through the lunch period by having a supervisor or another driver provide lunch relief. This will alleviate overcrowding of buses after the buses resume service. • More bus buildings on 192 east of the mall on Route 25, • Add more bus building and make them wider front and back on Wickham Road southbound where Route 28 runs. • Have Routes 25, 28, and 24 operate every 30 minutes. • Is there a future plan to provide service connection with LYNX. Funding Resources-Workshop attendees indicated the following comments regarding funding resources:

• Request funding resources from the visually impaired group • There are organizations that are willing to help with providing funding for additional bus shelters. Workshop attendees also indicated that for future public meetings a public notice should be issued three weeks to a month before. Also, that a receipt of should be provided to attendees who provide comments, concerns, or suggestions to ensure there are no misunderstandings.

Section 5: Plans Review This section presents the findings from the review of select existing federal, regional, and local plans and programs to identify relevant transit policies with potential implication that may influence transit operations, infrastructure, and policy for Space Coast Area Transit service. Findings from this review will help to ensure that development of the TDP is consistent with other local planning efforts and will help Brevard County to better understand its transit operating environment.

Federal Plans Fast Act Fixing America’s Surface Transportation (FAST) Act was signed into law on December 4, 2015, and supports funding through 2020 for public transportation. Though there is an annual funding increase from the previous long-term transportation bill Moving Ahead for Progress in the 21st Century (MAP-21), this

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increase is subject to the annual appropriation process through Congress. Several changes of interest include the following:

• Advertising and concession revenue can now be used to cover the non-federal share for projects; • Allows for discretionary spending on a project-specific basis of the Bus and Bus Facilities program which was previously eliminated in MAP-21 with a portion set aside for low- to no-emission vehicles and facilities; • Long range plans must consider facilities to support intercity transportation; • Retains the formula funding for the State of Good Repair program, and • Reduces the maximum federal New Starts share from 80% to 60% for Section 5309. Other initiatives from FAST include:

• The availability of $5.3 million in competitive grants for transportation options that would increase mobility and access to health services through the Federal Transit Administration (FTA) Rides to Wellness Demonstration and Innovative Coordinated Access and Mobility Grants. • The availability of $60 million per year in competitive grants for the deployment, installation, and operation of advanced transportation technologies through the Advanced Transportation and Congestion Management Technologies Deployment Program. This program could be used for implementation of a universal smart card, dynamic ridesharing opportunities to support services for elderly and transportation disadvantaged individuals, advanced safety systems, and other advanced mobility offerings. • The availability of $268 million for the procurement of new vehicles and replacement of aging fleets and facilities through the 5339 Bus and Bus Facilities program. Of that amount, $55 million has been earmarked for low- or no-emission bus procurement. • The availability of $275 million in 2016 to support transit oriented developments (TOD) through the Transportation Infrastructure Finance and Innovation Act (TIFIA). Of that amount, 25% is reserved for projects in rural areas. Grow America Act The Grow America Act was proposed in federal fiscal year (FY) 2016 with a budget of $478 billion as a six- year surface transportation reauthorization proposal focused on modernizing transportation infrastructure. This bill included a $115 billion for transit investments and expanded transportation options. The funding bill also included funds for transit improvements aimed at reducing fleet breakdowns in an effort to reduce delays and increase customer reliability. The Grow America Act also included language to strengthen regional coordination and decision making. For the State of Florida, specifically the Grow America Act included approximately $2.2 billion in highway funding and $538 million in transit funding, which were significant increases over transportation bills with flat funding.

State Plans/Programs 2060 Florida Transportation Plan The 2060 Florida Transportation Plan (FTP) was finalized in December 2010 with a 50-year horizon and is currently being updated. This document creates a shared vision for the future of transportation in Florida and its goals, objectives, and strategies to achieve the vision during the 50-year timeframe. The plan calls for a profoundly different transportation system from today’s system, including the following:

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• A statewide, multimodal transportation system that supports Florida’s economic and livability goals by providing better connectivity to both urban and rural areas. • Greater reliance on public transportation systems for moving people, including statewide passenger rail network and enhanced transit systems in Florida’s major urban areas. • A statewide, multimodal system of trade gateways, logistics centers, and transportation corridors to position Florida as a global hub for commerce and investment. • An evolving air and space transportation system enabling Florida to remain a global leader for moving people and cargo between Florida and destinations in other states, nations, and orbit. • A new generation of infrastructure, vehicles, fuels, and technologies to enable travel with fewer crashes, reduced delay, and fewer emissions. Based on these core values of the 2060 FTP, public transportation plays an important role in shaping the Florida’s transportation systems in the future. This implicates the necessities for Space Coast Area Transit to comply with the 2060 FTP by implementing more rigorous public transportation development approach.

State of Florida Transportation Disadvantaged (TD) 5-Year/20-Year Plan Developed by the Commission for the Transportation Disadvantaged (CTD), this plan is required under the Florida Statutes and includes the following elements:

• Explanation of the Florida Coordinated Transportation System • Five-Year Report Card • Florida Office of Program Policy Analysis and Government Accountability Review • Strategic Vision and Goals, Objectives, and Measures The five-year and long-range strategic visions were reviewed and used for guidance and are indicated below.

Long-Range Strategic Vision The long-range strategic vision seeks to create a strategy for the Florida CTD to support the development of a universal transportation system with the following features:

• A coordinated, cost-effective multimodal transportation system delivered through public-private partnerships. • A single, uniform funding system with a single eligibility determination process. • A sliding scale of fare payment based on a person’s ability to pay. • Use of electronic fare media for all passengers. • Services that are designed and implemented regionally (both inter-county and inter-city) throughout the state. Five-Year Strategic Vision The five-year strategic vision seeks to develop and field-test a model community transportation system for persons who are transportation disadvantaged by incorporating the following features:

• Statewide coordination of community transportation services using Advanced Public Transportation Systems including Smart Traveler Technology, Smart Vehicle Technology, and Smart Intermodal Systems. • Statewide coordination and consolidation of community transportation funding sources.

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• A statewide information management system for tracking passenger eligibility determination. • Integration of Smart Vehicle Technology on a statewide multimodal basis to improve vehicle and fleet planning, scheduling, and operations. This effort includes vehicle and ridership data collection, electronic fare media, and geographic information system (GIS) applications. • Development of a multimodal transportation network to optimize the transportation system as a whole using Smart Intermodal Systems. This feature would be available in all areas of the state via electronic access. State Growth Management Legislation House Bill (HB) 7207 repealed most of the State-mandated growth management planning laws that have governed development activities within Florida since the original Growth Management Act of 1975, including transportation concurrency.

HB 7207 provides local governments the opportunity to develop a more localized concurrency program that aligns with the development and mobility goals of the community and strengthens legislative language that supports multimodal approaches to transportation by stating that Comprehensive Plan Transportation Elements “shall provide for a safe, convenient multi-modal transportation system.”

Regional and Local Plans/Programs Space Coast Transit Development Plan (2013-2022) According to the 2013-2022 TDP, Space Coast Area Transit’s mission was to provide accessible and affordable transportation options to all Brevard County residents by maintaining the current level of transit service in the County and gradually enhancing existing fixed-route service to extend hours of operation and increase frequency in the most productive corridors. The following goals and objectives to support the mission were prepared based on the review of the 2008-2013 TDP, other local planning documents, and the public involvement process.

Goal 1: Implement a transit system fully integrated with other transportation modes and Brevard County’s complete streets principles.

• Communicate and coordinate with other counties and agencies to promote ride-sharing practices (Objective 1.3). • Encourage the connection between transit, land uses, and Complete Street principles through coordination with the Transportation Planning Organization (TPO), Brevard County, and municipalities in the growth management process (Objective 1.4).

Goal 2: Enhance citizen mobility by increasing availability of public transportation service.

• Continue to provide fixed-route, vanpool, and paratransit service to the transportation disadvantaged (Objective 2.1) and to expand viewing evening and weekend fixed-route service (Objective 2.2).

Goal 3: Improve the experience of those riding Space Coast Area Transit.

• Research new methods to improve and streamline passenger fare collection (Objective 3.1) and investigate Intelligent Transportation Systems technologies to improve customer experience and scheduling (Objective 3.2).

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• Develop a smart phone application for SCAT services, including system-wide information, service updates, and real-time vehicle locations (Objective 3.3).

Goal 4: Ensure program accountability.

• Adhere to procedures, rules and regulations established by federal and state agencies (Objective 4.1) and collect data necessary for the evaluation of service including rider surveys (Objective 4.2).

Goal 5: Secure the funding necessary to meet service needs.

• Continue to pursue local government and private sector funding partnerships (Objective 5.1) and investigate alternative funding sources to provide continuing operating revenue for services currently funded thought FDOT programs (Objective 5.2).

Goal 6: Build on SCAT’s marketing strategies to increase ridership, use of park and ride lots, vanpool program, and participation in the Volunteers in Motion program.

• Make information and materials available in accessible media formats (Objective 6.1), actively engage the community in promoting transit by calling attention to services through sponsorships, editorials, and advertisements (Objective 6.2), and distribute information at community events (Objective 6.3).

Space Coast TPO 2040 Long Range Transportation Plan (2015) The 2040 Long Range Transportation Plan (LRTP) was developed in coordination with a technical advisory committee of staff from local, regional, and state agencies as well as citizen advisors, the general public, and local decision-makers. Key components of the plan development process included identifying anticipated Year 2040 system capacity, system needs, cost estimates for the identified needs, and the projection of financial resources and revenues anticipated to be available by the Year of Expenditure (YOE). The resulting 2040 Cost Feasible Plan reflects an array of projects and goods in a cost-efficient manner.

Key projects within the Cost Feasible Plan (CFP) include a select number of critical highway expansion projects, such as additional lanes along major corridors, supported by an array of multimodal strategies to improve traffic and transit operations, including roadway connectivity, and pedestrian/bicycle route development. However, the CFP does not address any transit needs. Funding restraints do not allow for the expansion of transit in the near future. The portion of state Transportation funding is supplemented with other State/Federal/Local funding reflected in SCAT Transit Development Plan to sustain current transit services.

The plan development process afforded an opportunity for the TPO, SCAT, and local governments to work together to identify needs and desired outcomes and establish policy and planning directives that many of the local governments have adopted into their comprehensive plans. The summary of Local Government Comprehensive Plans below support and, in some instances, reiterate the value and benefit in coordinating land use development activities with transportation planning efforts in order to optimize existing public transportation infrastructure and promote and encourage infill developments and developments.

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Transportation Disadvantaged Service Plan Major Update (2016) The TPO TDSP is the region’s Locally Developed Coordinated Public Transit-Human Services Transportation Plan for delivering public transportation services to meet the needs of individuals with disabilities, older populations, and individuals with limited income. It was developed through a collaborative process by the members of the TPO, local government officials, Brevard County Local Coordination Board, FDOT, Space Coast Area Transit, and citizens to ensure that the TDSP is consistent with the goals and objectives of locally adopted comprehensive and transportation plans.

The potential TD population, which includes disabled, elderly, low-income persons, is expected to grow to 232,218 by 2019. Additionally, TD persons who are unable to transport themselves or purchase transportation are expected to increase to 35,051 by 2019.

Barriers to coordination that were identified in the 2016-2020 TDSP include:

• The inability to obtain local matching funds for federal and state grants is a barrier to implementing new transportation services. • Funding has been reduced within the draft budget and Space Coast Area Transit will be tasked with removing one bus from an existing route to operate within the budget constraints. • Ridership growth and overcrowding on the buses is resulting in on-time performance issues and a need to improve existing services rather than expand service to new areas. • Bus stop accessibility and maintenance improvements are needed at the bus stops. • Vehicle operator retention has become an issue for Space Coast Area Transit based on the operator’s pay grades. The five goals below were also identified.

Goal 1: Secure funding necessary to meet the service needs of the Transportation Disadvantaged and improve mobility in Brevard County.

Goal 2: Implement a fully coordinated transportation system integrated with other transportation modes and Brevard County’s Complete Streets principles.

Goal 3: Enhance citizen mobility by increasing availability of public transportation service to the county’s citizens.

Goal 4: Improve the rider experience and responsibility.

Goal 5: Ensure program accountability and continued planning efforts for the Transportation Disadvantaged individuals.

Brevard County Comprehensive Plan (2015) Brevard County’s goal is to provide a “safe, convenient and energy efficient transportation system… that supports the community … and enhances the mobility of people and goods while reducing reliance upon the automobile and minimizing impacts to neighborhoods, cultural resources and natural habitats.”

Within its Transportation Element (TE), Brevard County has adopted Objective 4 to encourage multimodal transportation alternatives to accommodate existing and proposed major trip generators/attractors,

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Objective 6 to recognize the interrelationship of land use patterns and transportation needs, and Objective 11 to establish complete streets policies to enable safe access for the community.

Pursuant to Objective 1, the performance of roadways and other modes (including transit) is to be routinely monitored as appropriate. To achieve Objective 4, the County routinely considers transit as a supplement to road improvements (Policy 4.2), cooperatively works with municipalities to establish parking strategies and park-and-ride sites (Policy 4.3), and continues to promote expansion of vanpool programs and services to the transportation disadvantaged to the extent practicable (Policies 4.4 and 4.5). The County also participates in the “welfare-to-work” plan, which recognizes the important role that transit plays in assisting citizens in the transition from welfare to employment. Brevard County also encourages land use patterns and site planning activities that can be conveniently and economically served by transit, bicycle, and pedestrian modes (Policy 6.6). Furthermore, the County encourages streets, bridges, and transit stops to be planned, designed, operated, and maintained in a way that pedestrians, bicyclists, transit users, and motorists can travel safely (Policy 11.4). Transit vehicles, facilities, and routes are elements of the County’s Complete Streets Program (Policy 11.5). An essential component of transit planning is public participation. Objective 7 stipulates that the County shall encourage public involvement in the transportation planning process, and Policies 7.1 through 7.4 define the guidelines for obtaining public input.

Within its Future Land Use Element (FLUE), Policy 2.13 allows residential developments within Neighborhood Commercial and Community Commercial land use designations. The integration of residential into commercial developments is encouraged to utilize public transit and neo-traditional development techniques. In Objective 9, the County has adopted standards and incentives for large-scale, mixed-use projects – termed the New Town Overlay (NTO). An example of such a new town is Viera. The NTO encourages the use of transit and addition of transit corridors. The Future Land Use Element also contains redevelopment and re-gentrification provisions (Objective 11) that encourage the coordination of redevelopment activities with transportation improvements, including mass transit (Policies 11.1.B, 11.8.E, and 11.9.H).

City of Cape Canaveral Comprehensive Plan (2014) The City of Cape Canaveral’s transportation goal is to “continue to develop and coordinate a comprehensive transportation system that: serves the needs of all segments of its population; … provides adequate and safe access to adjacent land uses; … and promotes the efficient utilization of energy resources.”

Within the Transportation Element, the City will support alternative forms of transportation to single occupancy vehicle use (Policy T-1.1.8) by creating better pedestrian/bicycling links between trip generators, and/or develop Transit Oriented Development regulations, and/or develop strategies to increase transit use (Policy T-1.1.12). The City will also evaluate policies allowing golf carts and EV (electric vehicle) access to beach end parking as a means of easing use of motorized vehicles and available parking (Policy T-1.1.13).

City of Cocoa Comprehensive Plan (2010) The City of Cocoa’s transportation goal is to provide a safe, efficient, and comprehensive multimodal transportation system that is available to all residents and visitors. In addition to the mobility strategies

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established in TE Objective 2.1.3, the City also adopts public transit provisions (Objective 2.1.12) that require the City to coordinate with Brevard County, Space Coast TPO, Space Coast Area Transit, and neighboring municipalities to determine public transportation demands and establish new public transportation management solutions and routes (including transit stops, terminals, maintenance, and improvements) to serve the general population and special needs populations (Policies 2.1.12.1 and 2.1.12.3). The City routinely considers transit as an alternative to roadway improvements (Policy 2.1.12.5) and periodically reviews its Land Development Regulations and offers incentives to developers to ensure that development allows and encourages accessibility to public transit (Policies 2.1.12.6 and 2.1.12.7). Cocoa also requires, within its FLUE Objective 1.2.1, that new developments incorporate “Smart Growth” principles, including requiring new developments and infill developments to provide connectivity to public transit (Policy 1.2.1.6).

City of Cocoa Beach Comprehensive Plan (2015) The purpose of the Mobility Element (formally known as the Transportation Element) in the City of Cocoa Beach’s Comprehensive Plan is to plan for a multimodal transportation system that places emphasis on public transportation systems, where feasible. The City’s goal is to provide “a functional transportation network to ensure safe, convenient, and sustainable accessibility and mobility to all users through a variety of transportation modes.” Through the Plan’s objectives and policies, the City continually looks for opportunities to accommodate bicyclists, pedestrians, transit, and other travel modes (Policy I.1.1) and strives to provide as many modal options as practically possible (Policy I.1.2). The City will also continue to support local bus service provided by SCAT (Policy I.1.17) in addition to encouraging private transit services, such as, carpooling, shuttles and taxis (Policy I.1.19). By 2017, the City will request that the TPO and SCAT research developing Park-and-Ride lots at major commercial and recreational facilities to reduce automobile-based traffic during tourist season (Policy I.1.20).

Town of Grant-Valkaria Comprehensive Plan (2011) The goal, with respect to transportation within the Town of Grant-Valkaria, is to provide a safe convenient and energy efficient transportation system that supports the community and enhances the mobility of people and goods while minimizing impacts to neighborhoods, cultural resources and natural habitats. The Town will continue to encourage multi-modal transportation alternatives that accommodate existing and proposed major trip generators and attractors (Objective 2) by emphasizing safety and convenience in the location, design and construction of bicycle and pedestrian facilities (Policy 2.1) and promoting a vanpool program (Policy 2.2). The Town also recognizes the inter-relationships of land use patterns and transportation needs (Objective 4) and will encourage land use patterns and site planning that can be economically and conveniently served by transit, bicycle and pedestrian modes (Policy 4.4). Policy 7.4 also establishes measures for acquisition and preservation of public transit rights-of-way and corridors when necessary.

City of Melbourne Comprehensive Plan (2011) The goal of the City of Melbourne in regard to transportation is to provide a safe, efficient and convenient system for motorized and non-motorized users of the Melbourne transportation network. The City will develop strategies through transportation decisions and planning to address the reduction of greenhouse gas emissions and energy conservation (Objective 1.4) by encouraging the use of transit and other

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alternate modes of transportation (Policy 1.4.3) in addition to promoting bicycle, pedestrian and other non-motorized transportation options to reduce vehicle miles traveled (Policy 1.4.4).

The City will promote alternative modes of transportation to provide a safe and efficient multi-modal system and to provide for a possible reduction of individual motor vehicle travel (Objective 1.7). All major roadways will be designed as complete transportation corridors providing transit, bicycle and pedestrian features (Policy 1.7.1). Bike paths will be established along arterial and collector streets in accordance with the City’s Greenways, Blueways, and Trails Plan (Policy 1.7.5) and sidewalks will be established on all arterial and collector streets on both sides of the right-of-way (Policy 1.7.6) in addition to being mandatory on all new roadway construction (Policy 1.7.7).

Per Objective 3.1 of City Goal 3 – Mobility Districts, the City of Melbourne shall support mobility within five mobility districts throughout the City with strategies that address alternative modes of transportation by providing context-appropriate sidewalks, bikeways, transit facilities, parking management and improvements that will contribute to specific and identified needs within the City. The five mobility districts include: Melbourne International Airport Area, Community Redevelopment Areas/U.S.1 Corridor Area, South Babcock Street Area, West Eau Galle Boulevard Area, and North Wickham Road Area.

City of Palm Bay Comprehensive Plan (2006) The Transportation Element (TE) addresses the transportation needs and plans for the City of Palm Bay, the largest City by population in Brevard County. The City’s goal is to “provide a safe, balanced, efficient and comprehensive transportation system”. The TE identifies an objective to increase ridership for mass transit and paratransit service within the City (Objective 1.5). Policies associated with this objective include making car/van pool information available to all citizens of the City (Policy TCE-1.5B), and incorporating provisions requiring facilities such as bus benches, shelters, park-and-ride lots be included in design plans for new or revised development projects which include major trip generators and/or attractors (Policy TCE 1.5C). Additionally, to promote multiple modes of transportation, Objective TCE- 1.8 states that the City will provide bicycle/pedestrian facilities on all reconstructed or expanded arterial and collector roadways.

City of Rockledge Comprehensive Plan (2011) The Transportation Element states that the City shall provide a safe and efficient transportation system that offers a variety of transportation mode options. Provisions have been adopted to ensure safe and adequate movement of pedestrians and bicyclists in a plan to lower bicycle and pedestrian accidents (Objective 2.5). Policy 2.5.3 also states that streets shall be designed to accommodate a mix of travel modes including vehicles, bikes, transit and pedestrians. The City also plans to investigate the possibility of establishing increased density bonuses for transit oriented development projects built within 1,320 feet of a bus stop or rail station (Policy 2.12.1).

City of Satellite Beach Comprehensive Plan (2014) The Satellite Beach Transportation Element (TE) establishes the long-term end toward which transportation programs and activities are ultimately directed. The City’s goal is to provide a transportation system that ensures safe and efficient movement of people and goods based on major trip generators, safe public facilities and the special needs of the transportation disadvantaged, at minimum cost and minimum detriment to the environment. The City requires interface with the Space Coast Area

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Transit (SCAT) personnel and the Brevard County Commission to inform them of Satellite Beach’s transportation needs (Policy 1.4.2). Additionally, Policy 1.5.3 states the City shall designate the Planning and Zoning Advisory Board to review the impact of permit requests on public transit and to encourage land uses that promote public transportation within designated public transportation corridors.

City of Titusville Comprehensive Plan (2014) The City’s transportation goal is to provide a safe, convenient and energy efficient transportation system that shall promote multiple modes of transportation for goods and people to encourage stability and an improved quality of life. According to Objective 1.3, the City will strive to provide variety of transportation options that include bicycle, pedestrian, and public transit facilities to promote alternative modes of transportation by promoting “Complete Streets” that are designed, built, and maintained in a manner that accommodates not only automobiles, but transit vehicles and non-motorized modes of travel (Policy 1.3.1), in addition to, improving the bicycle/pedestrian infrastructure and amenities (Policy 1.3.2). Objective 1.5 speaks to examining the need for transit services based on existing and proposed major trip generators and projected growth.

City of West Melbourne Comprehensive Plan (2010) The City adopted a Multi-Modal Transportation Element (MMTE) with implementing goals, objectives, and policies. The MMTE’s goal is to provide varied transportation alternatives, improve connectivity, and enhance the quality of life of the community. This goal is to be achieved through implementation of a sequence of planning directives and objectives. Objective 1 fosters a comprehensive multi-modal system that provides for the needs of pedestrians, bikers, public transportation riders, and motorists. Objective 2 establishes user based financing strategies as the preferred means to fund new transportation improvements and programs. Objective 3 utilizes transportation land use master planning strategies to coordinate future land use practices with the expansion and improvement of a comprehensive multi- modal transportation system. Objective 4 ensures the City and the larger Brevard County area is connected together through coordinated multi-modal transportation. The implementing policies under these objectives provide specific standards and guidelines addressing roadway alternatives to connect community centers, neighborhoods, schools, and the pedestrian network to increase opportunities for walking and shopping, services, schools, employment, and other destinations.

Summary This section reviewed related transportation planning and programming documents to assess existing transit policies, along with their relationship to Space Coast Area Transit. Policies were reviewed at the federal, state, and local levels of government to determine guidance for the subsequent development of the Situation Appraisal for the TDP Update. The review of federal, state, and local transportation policies indicates that no conflicts are expected with regard to consistency with other plans and programs.

Section 6: Situation Appraisal Transit systems function best in an environment when they intimately understand the regulatory, geographic, environmental, land use, development, political, and other factors that can and do impact the provision of their services. To this end, a situation appraisal for Space Coast Area Transit was done to help assess and document the key aspects of the transit agency’s operating environment. The appraisal

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examines the strengths and weaknesses of the system as well as any existing barriers or threats to the provision of service in the county and key opportunities for addressing those threats and/or enhancing the transit friendliness of the operating environment.

A situation appraisal is a requirement during a major Transit Development Plan (TDP) update under the TDP Rule, which provides an evaluation of the local environment and critical issues in which the transit agency operates. The appraisal examines the strengths and weaknesses of the system as well as any existing threats to the provision of service in the county and key opportunities for addressing those threats and/or enhancing the transit-friendliness of the operating environment. Included in this this section are reviews of existing socioeconomic trends, travel behavior, land use, public involvement, organizational attributes, technology, and regional transit issues.

This appraisal assesses the factors which will provide Space Coast Area Transit a better understanding of the factors which could impact its programs over the next decade. The following elements will be reviewed:

• Socioeconomic Trends • Travel Behavior • Land Use • Public Involvement • Organizational Attributes • Technology • Regional Transit Issues The assessment of these elements resulted in the identification of possible implications for Space Coast Area Transit. The assessment and resulting implications are drawn from the following sources:

• Results of technical evaluations performed as part of the Brevard County TDP planning process (documented in Sections 2 and 3). • Input gathered through public involvement activities (documented in Section 4). • Review of relevant plans, studies, and programs prepared at all levels of government (documented in Section 5). The trends, issues and implications are summarized in the remainder of this report for each of the major elements.

Socioeconomic Trends To better assess the impact of the growth in population on public transportation needs, it is important to understand the trends and markets that could be impacted or may benefit from public transportation services. A few key socioeconomic comparisons are found in the 2014-2015 American Community Survey. The table below compares the county to the state for traditional socioeconomic factors that influence the need for transit services.

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Table 6-1: Socioeconomic and Demographic Trends

Key Socioeconomic and Demographic Trends Source: 2015 American Community Survey Description Brevard Florida Average Age 47.3 41.8 Persons in Poverty 13.2% 15.7% Hispanic Population 9.7% 24.5% Persons Aged 65 and older 23.0% 19.5% Persons Aged 16-64 72.6% 76.3% Persons Under 16 Years Old 16.1% 17.9% Median Household Size 2.49 2.66 Median Household Income $50,416 $49,426 Households with Zero Automobiles 5.8% 6.8% Persons Who Commute by Transit 0.6% 2.2% Civilian Labor Force 54.1% 58.1% Employed Civilian Labor Force 54.4% 58.4% Unemployment Rate 6.1% 7.0% Persons Not in the Labor Force 45.6% 41.6%

Key finding from an assessment of socioeconomic trends are summarized as follows:

• The cities of West Melbourne and Cocoa are the fastest growing municipalities in the county, with 12.4 % and 9.9 % growth respectively from 2010 to 2016. • Brevard County has a larger proportion of older persons compared to the statewide average. A growing need for public transit within Brevard County can be assumed, considering the growing share of age groups that are more likely to use transit. • While Brevard’s Hispanic population is lower than the average for the State of Florida, the Hispanic population in Brevard grew at a much faster rate than the state, 18.3% compared to 7.7%. This faster growth likely represents increases upon the smaller base Hispanic population in Brevard County coupled with influence from the significant Hispanic population in neighboring counties such as Orange and Osceola, and an expanding labor market. • Households with no vehicles have increased from 4.7% to 5.8% between 2010 and 2015. This decrease is consistent with national trends in places where transportation-network companies (TNCs) have entered the market place, with users postponing purchase of a car, not purchasing one, or not replacing one, as reported in the Shared Mobility and the Transformation of Public Transit, by the American Public Transportation Association (APTA) in March 2016. The current survey of transit riders in Brevard County reflect a significant increase in those who use transit for reasons other than not having access to a vehicle, implying a greater degree of choice in the decision to use transit rather than drive. • The 2014-2015 ACS indicated that 56.6% of Brevard County workers who use transit for commute purposes are adults between the ages of 25 to 44. At 20.7% of commuters using transit, the second largest group are older adults from 45 to 54 years of age. ACS data indicates that over

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87.4% of Brevard County commuters who use transit as a means of getting to work are considered “low-income” as they make less than $25,000 annually. • The main industries within Brevard County are education, professional services, retail, and tourism. The tourism industry in Brevard County employs approximately 19,500 persons in the arts, entertainment, and recreation industry and nearly 52,000 persons in the accommodation and food services industry. The median earnings for persons working in education was reported as $32,589, professional services was reported as $38,028, retail was reported as $21,749, and the tourism industry was reported as $21,749. • The largest employers in the county are listed below. In addition, there has been a significant increase in aerospace activity with private space companies. This trend is expected to increase. The recent State of the System Report produced by the TPO reflects that launches per year are expected to exceed 50 within the near future.

o Brevard Public Schools o Harris Corporation o Health First, Inc. o Publix Supermarket • Brevard County has a higher population of veterans (14.1%) compared to the state (9.1%). Nationally, the availability of transportation is a major issue for veterans and military families in accessing employment and health care services1. • According to the forecast ridership projections, overall average annual ridership on the existing transit network is expected to increase by 8.4% by 2027, or an annual growth rate of about 0.63% with the most on Routes 27, 25, 23, 26, and 22. • With respect to occupation according to the 2014-2015 ACS data , the majority of the commuters who reported using public transportation work in tourism (41.2%); and to a lesser extent in retail (12.2%) and professional services (11.2%). • The discretionary transit market is based on residential and employment density. In reviewing the Density Threshold Analysis (DTA) and population growth rates from 2018-2027, residential density is expected to increase in Melbourne, Melbourne Beach, Melbourne Village, as well as Cocoa and Palm Bay. However, significant dwelling unit density is not forecast to increase above existing levels. The forecast is that further population growth will occur within the allowable density thresholds. Employment density thresholds are forecast to remain largely unchanged throughout the County from 2018-2027. • Examination of the Transit Orientation Index (TOI), an indexing of household and population characteristics that are strongly associated with transit use propensity, suggests the highest transit propensity is found in the municipalities within Brevard County, primarily Cocoa, Titusville, Melbourne, Palm Bay. • Results from the recent on-board survey indicate a strong preferential element for many riders currently using Space Coast Transit. While 35% of respondents cited they do not have access to a vehicle, about the same in 2012, only 13% in 2016 said they do not have a driver’s license compared to 30% in 2012 and 22% in 2016 said they do not drive compared to 14% in 2012.

1 “Supporting the Employment of Veterans & Military Families.” Institute for Veterans and Military Families at Syracuse University at Syracuse University

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Further, in 2016, 19% of riders stated the bus was a more convenient option compared to 6% in 2012. Implications – It is anticipated that Space Coast Area Transit will continue to fill a need for the traditional transit market. The existing transit market users such as the elderly, those working in tourism and retail industries, and those considered “low-income” will continue to rely on the service.

It is noted that the growing older population will likely require more paratransit service or greater accessibility to reduce their travel distance to bus stops. Brevard County is home to a large population of retired and elderly which directly translates into an increasing demand for mobility services, including and increasingly more common, mobility services for persons who are aging-in-place. This market is important to track and understand because as people age-in-place, their ability to access traditional fixed route transit declines and their need for curb-to-curb or more expensive door-to-door services increases. This changing demand portends a greater need for SCAT to have capacity (vehicles, drivers, funding) to provide for this more expensive and operationally demanding mobility service demand. Two potential opportunities for addressing this demand include: the first is an introduction of Flex service that serve general public riders at fixed bus stops as well as curb-to-curb services based on pre-scheduled (booked) rider requests; second is through partnerships with taxi and Transit Network Companies. Both of these options would be coordinated through the paratransit services with the purpose of shifting more ambulatory paratransit trips onto lower cost curb-to-burb services and thus expanding paratransit service capacity for persons who require more specialized door-to-door service.

Workers in the service industry will continue to need later evening and weekend service to meet the demands of their work schedule. Brevard County’s high population of veterans also reflect a potential need for more trips to and from key locations including the military bases and the Viera Outpatient Clinic. Brevard County should continue to maintain its current service by targeting the traditional markets and those areas with high density, especially the Palm Bay area. To attract discretionary “choice” riders, greater frequency of service and more choice transit amenities will be needed. Space Coast Area Transit will need to balance resource allocation between these needs.

Travel Behavior An assessment of trends in travel behavior for Brevard County indicated the following:

• Based on 2015 ACS data, Brevard County had 238,952 employed residents, of which over 92% lived and worked within the County, indicating a high demand for local home-based employment trips. • The primary mode of commuting to work is driving alone (81%). • At 29.9%, the largest percentage of commuters depart for work between 7:00 AM to 7:59 AM. The second most popular departure time (23.3%) is between 9:00 AM and 11:59 PM. • Over 48% of commute times are less than 20 minutes. The average commute time is 23.8 minutes, indicating that most commuters travel a moderately short distance, which is still outside the typical walking distance between home and work. • There are some congested sections along I-95, US-1, US-192, SR 528, and A1A within Brevard County, however most corridors operate within capacity. • Space Coast Area Transit serves four park-and-ride facilities; Titusville, Viera, Eau Gallie, Palm Bay.

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• Major trip attractors in Brevard County are the beaches (primarily Cocoa Beach and Playalinda), the John F. Kennedy Space Center, Port Canaveral, and outdoor recreation. The county is home to several wildlife refuges, conservation areas, and national parks including; Indian River lagoon and Banana River, St. Johns River, Canaveral National Seashore, Archie Carr National Wildlife Refuge, River Lakes Conservation Area, and the Sebastian Inlet State Recreation Area for nature and eco-tourism. Implications – Space Coast Area Transit serves many key trip generators and attractors throughout the County, and should consider increasing frequencies and service hours to these locations. With the exception of Route 1 and Route 29, there are limited connectivity opportunities between the Northern and Southern portions of the County. A more robust transit service with higher frequencies and later hours of service with more connectivity could make transit more accessible for service workers and tourists.

Land Use Effective land use planning can support public transit by implementing strategies to reshape land use to increase mobility, accessibility, and quality of life for the community. Coordination between land use and transportation is essential to create an efficient, effective, and balanced multimodal transportation system and living environment. An analysis of land use is provided below:

• Large portions of unincorporated North and South Brevard County is undevelopable land, zoned as agricultural land and public conservation within the Future Land Use. Large portions of unincorporated land in Middle Brevard County is zoned residential. • The economic and employment centers are disbursed across the County and are found primarily in the urban areas; particularly in the municipalities of Titusville, Cocoa along SR 528 and I-95, and in Melbourne extending north to the Orlando-Melbourne International Airport and in the industrial area off of Wickham Road. The economic centers also include the Kennedy Space Center, Port Canaveral, and the Space Coast Regional Airport. • There are several studies and initiatives to coordinate land use and transportation in Brevard County.

o Space Coast is implementing a bike-sharing program, with the pilot starting in Cocoa Beach. The program is being implementing through Transit One, a not-for-profit organization to promote and strengthen public transportation and mobility options in the County, and Space Coast Office of Tourism. The pilot is anticipated to start with 10 stations, with 5 bikes each. The program is funded through a portion of the Tourist Development Tax on hotel rooms and other short-term rentals. o FDOT, in partnership with the City of Cocoa and the Space Coast Transportation Planning Organization (TPO), has completed a corridor study along SR 520, a one-mile long segment in Brevard County. The study involves a planning and concept development study to mitigate conflicts between pedestrians and bicyclists and automobiles, for the corridor within the limits of the City of Cocoa. o The Space Coast TPO implemented a Bicycle and Pedestrian Mobility Plan in 2013, to provide a framework towards the development of a multimodal transportation network for the region. The plan emphasizes regional connections to existing Space Coast Area Transit transfer points, the Florida East Coast Railways stations and Florida East Coast

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Greenway, beaches and bridge crossings, and several existing trails, parks, and economic centers.

Implications – Land use and transportation, when planned concurrently, can lead to more effective land use and transportation networks, which can increase mobility and walkability. There are several opportunities, including public-private partnerships through consensus building, and multi-modal transportation connections through coordination with other transportation providers, for Space Coast Area Transit to coordinate with local municipalities and key economic centers on transit connectivity with future development, as outlined in the 2040 Long Range Transportation Plan (LRTP) by the Space Coast TPO. With concurrent trends in demographics, residential development, and employment growth, transit policies and service strategies should reflect expected demand in work and school based trips, need to serve a growing population of persons aging in place, and a shifting expectation of travel choice from a growing younger more technologically savvy work force.

Public Involvement Feedback from current users and non-users of transit services provided valuable input for deciding how to enhance existing transit service in Brevard County. Input was obtained from stakeholder interviews, discussion group and public workshop meetings, an on-board survey for fixed-route riders, and a phone survey for paratransit users.

Stakeholder Input A 25-question survey was developed in coordination with Space Coast Area Transit. Phone interviews were conducted with stakeholders which represented various agencies, organizations, and community leaders throughout the County. Key input is identified below:

• The most significant issue facing transit users was indicated to be frequency of service. • Additional Transit Service- The types of transit service they would most like to see over the next 10-years include more frequent service, weekend/evening service, and more fixed routes throughout the county. • Areas highlighted that need more fixed-route service include Palm Bay, Cocoa Beach, Viera, and Melbourne. Areas highlighted which could present opportunities for express service include connections to the Kennedy Space Center, Melbourne Airport, to and from Orlando, and access to the beach. • With regards to customer amenities suggested for encouragement of transit service, respondents mentioned technology including Wi-Fi and real-time data, bus shelters, and associated transit- supportive infrastructure including bike racks. • Feedback regarding potential local funding indicated sources including private partnerships, advertising revenues, sales tax, gas tax, and city contributions. • With regards to perception of Space Coast Area Transit, respondents indicated that public perception was satisfactory overall, and that amongst themselves perception was that the agency was very good, especially in light of current resources. Discussion Group, Review Committee and Public Workshop Meetings Discussion group meetings, review committee meetings and public workshop meetings were held to identify and assess general community perceptions of transit and obtain input about the TDP update process. Key input is identified below:

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Discussion Group Meetings • An 11-question survey was disseminated to attendees at the Tourism and Transit Summit held on January 27, 2017 in Cocoa Beach. The survey related to the relationship between tourism and transit within the County. The respondents generally indicated that more frequent service, shelters, and real-time information were needed for transit to have a positive impact in tourism. • Three additional discussion group meetings were held on May 3-4, 2017 at the Viera Government Center and addressed comments and concerns related to mobility for the following: education and students; seniors and community development; and employment and health services. Review Committee Meetings • A Review Committee was established to monitor and provide input throughout the study and to evaluate the deliverables produced for the effort. The first kick-off Review Committee meeting was held February 23 where the TDP purpose, progress to date, and remaining schedule of activities was discussed. Key input received at the meeting found that the need for shelters and improved span of service were concerns. SCAT rebran was mentioned for consideration. The changing expectations of the younger transit rider, a desire for greater choice in mobility options, was also discussed. Additional Review Committee meetings were held in June and August to review and discuss changing socioeconomics and demographics impacts on mobility needs, existing services and service performance, as well as proposed service and capital improvements. Public Workshop Meetings • Four public workshops were conducted between June 2017 and August 2017 to obtain input from the general public about existing and proposed mobility services and the TDP update process. On-Board Survey A 24-question on-board survey was conducted in early November 2017. The survey sought to identify information pertaining to travel characteristics, rider demographics, and customer service and satisfaction.

• The survey results found that most trips are home to work; that approximately 77% of users walk to access the bus; riders were most pleased with the courtesy of the bus drivers, safety on bus and at stops, and the availability of bus route information; and the lowest satisfaction was with hours of service. • In regards to service improvements, respondents generally indicated the desire for more frequent service on existing routes, more benches and shelters, and earlier service on existing routes. The strong demand for more frequent service, and earlier service speaks to home to work/school demand and the desire to travel more by bus if service was more readily available. The desire for more benches and shelters reflects the importance of amenities for riders, especially given infrequent service. • In regards to technology improvements, respondents generally indicated the preference for real- time schedule information on buses, real-time schedule information at terminals, and wireless internet services on the vehicles, which reflect a desire for better and more timely information about service as well as the importance on online information in today’s life.

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Paratransit Phone Survey A 14-question customer satisfaction phone survey was conducted with paratransit users in January and February 2017. The survey collected information on the established performance measures relating to customer satisfaction, passenger wait times, trip scheduling, and on-time performance.

• Overall, paratransit users were found to use service once a week or less (65%), and consequently most of the trips are not subscription trips (75%). The highest satisfaction was found with on-time arrival for trips (an overall average rating of 4.4 out of 5.0), and the lowest satisfaction involved the ease of making a reservation and the wait time for the reservation to be completed (an overall average rating of 4.2 out of 5.0). • From results, it was found that Space Coast Area Transit does a good job in managing service delivery and focusing on trips on an as needed basis rather than loading up manifests with subscription trips which can have adverse impacts on scheduling and service delivery. • In regards to what respondents liked most about paratransit service, service availability was the highest response, indicating an appreciative customer base and the favorable interactions Space Coast Area Transit has with its customers. When asked what they liked least about paratransit service, the highest reported response was “Nothing”, indicating a highly satisfied customer base. The second highest response was scheduling, which reflects on the difficulty in booking trips and may indicate demand. Implications – Common recommendations heard during the public involvement process included the need for increased frequency, expanding night and weekend hours, adding more routes to underserved and dense areas, improving regional and east/west connections, and improving the customer experience through the addition of amenities.

Providing shelters has been shown to be one relatively small investment that yields strongly positive responses from riders. Strategic investments in bus stop safety, accessibility, and amenities has been shown to increase ridership system-wide.

The paratransit survey reveals that customers very much appreciate and like the service. They would like more service and note that booking trips (the process of calling in to schedule rides) takes too long. This likely indicates a need to improve call center capacity.

Organization Attributes Space Coast Area Transit operates as a department of Brevard County and is the only public transit provider in the County. Space Coast Area Transit operates the fixed-route and paratransit services, and has one of the largest commuter and non-profit agency vanpool programs in the state. As recommended in the last Major Update, Space Coast Area Transit has yet to complete an assessment to evaluate the effectiveness of the current transit operations and identify opportunities for improvements through changes to its operations, marketing and administration.

Implications – Brevard County should begin to explore opportunities to manage operational efficiencies. Space Coast Area Transit should consider pursuing a Comprehensive Operational Analysis (COA) or an internal assessment to assess the system and identify any operational changes which could enhance efficiency.

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The demographic shifts indicating both a growth in aging in place and in younger riders looking for more choice in mobility options, suggests SCAT should look at use of more flexible service models as a means to expand coverage without expanding complementary paratransit services.

Technology Brevard County has implemented some key technology components/improvements to its system and bus fleet, including:

• Space Coast Area Transit has uploaded its google transit feed specification (GTFS) to Google Maps for easy trip planning for users available through Google Maps or on its website, www.321transit.com; and has a mobile application available to smartphone users with an Android or iPhone operating system. • All vehicles in Brevard County are equipped with a mobile video surveillance system, which provides safety and security for passengers and the transit agency. Implications – Technology improvements can significantly enhance the rider experience and quality of service. Space Coast Area Transit should consider equipping its buses and paratransit vehicles with Intelligent Transportation Systems (ITS) technologies, including Computer Aided Dispatch/ Automatic Vehicle Location (CAD/AVL), Automatic Passenger County (APC) system, and information dissemination as indicated in the Space Coast TPO ITS Master Plan. These technologies are generally funded by federal/state capital grants and can contribute to ridership data collection/performance monitoring efforts, improving system effectiveness and efficiency.

While Space Coast Area Transit operations could benefit from the addition of ITS technologies, it is important to recognize prior to implementation, these technologies produce volumes of data that would be useless without sufficient staff with the skill set and capacity to manage the outputs. With the implementation of any new technology, consideration should be given to implementing an effective training program to equip staff with the necessary skills to effectively use the technology to its full benefit. In addition, significant advances have occurred in the technology required to track vehicles and provide data communications. In particular, the advent of tablet computing no allows transit systems to acquire and use AVL data at a fraction of the cost of standard CAD/AVL systems just a few years ago. SCAT would benefit from examining options for securing CAD/AVL functionality.

Expanded use of technologies would support SCATs ability to more cost-effectively expand service coverage for general public and ADA services.

Regional Transit Issues The regional transit findings are detailed below:

• The majority of the total workforce who live in Brevard County work within the County, at 65.6%. • For those living in Brevard County and commuting outside, most commute to Orange County at 8.9%, with 4.9% commuting as far to Palm Beach, Broward, and Miami-Dade Counties in South Florida. • Orange County had the highest percentage of commuter inflow into Brevard County in 2014 at 3.9%, with Volusia County as the next highest at 1.9%. • An influx of 48,152 workers living outside of Brevard County work within the County.

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• All Aboard Florida’s Brightline in coordination with the Space Coast TPO, has shown interest in a station to be located in north Cocoa. The proposed station would be conveniently located to key highways and Port Canaveral. • In the Space Coast TPO 2040 Long Range Transportation Plan (LRTP), several potential areas of expansion for corridor-based multimodal services were identified, including intermodal roads and rail, and premium public transportation service, including Bus Rapid Transit (BRT) and rail, and planning for automated vehicles. The plan includes a countywide transit system with connections to passenger rail along the US-1 corridor, a potential station via the Florida East Coast (FEC) Railroad rail line near Cocoa for All-Aboard Florida’s Brightline, and potential passenger service to Jacksonville on the FEC line, with the Cocoa station as a transfer point. • Uber, a ridesourcing company, launched in the Space Coast region in December 2014. Lyft, also a ridesourcing company, currently serves the region as well.

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Map 6-1: 2040 Strategic Plans - Transit System Plan

Source: Brevard County TPO’s 2040 Long Range Transportation Plan

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Implications – Work commuter trips flowing into and out of the county are dispersed throughout North, Central, and South Florida. This makes it difficult to create an efficient route for public transit to service these neighboring areas, as Space Coast Area Transit primarily serves the more “captive” market for more local trips. The need for regional connection by bus transit has not been identified in recent Brevard County plans or programs. Service expansion through flexible mobility on demand service strategies that use technology provides an opportunity for Brevard County to expand service coverage and connectivity cost- effectively for general public and ADA customers. As indicated in the 2040 LRTP, rail was identified as the best mode for future development within the county and region, which is beyond the ten-year horizon for Space Coast Area Transit. However, as the County continues to grow and after All-Aboard Florida is operational from Miami to Orlando, this issue should be revisited and coordinated with neighboring MPOs and transit providers.

Summary The Space Coast Area Transit TDP situation appraisal was conducted to document the current transit operating environment and identify potential implications that should be considered by Brevard County in preparing its 10‐year TDP update. The policy implications summarized in this section were used to guide the TDP process, including the development and evaluation of transit service and infrastructure alternatives and the prioritization of planned improvements and unfunded needs.

Section 7: Potential Service Gaps and Latent Demand This section summarizes the demand and mobility needs assessment conducted as part of this major TDP update for Space Coast Area Transit. Three assessment techniques were used to assess demand for transit services in Brevard County, which include:

• Discretionary Market Assessment • Traditional Market Assessment • Forecast ridership analysis using transit planning modeling The summary of the assessment techniques are presented and followed by the results of each analysis. When combined with the situation appraisal, performance reviews, and public involvement feedback, the demand assessment yields the building blocks for evaluation the transit needs for the next 10 years.

Market Assessment The transit market assessment for Brevard County includes an evaluation from two different perspectives: the discretionary market and the traditional market. Analysis tools used to conduct each market analysis were a Density Threshold Assessment (DTA) and Transit Oriented Index (TOI). These tools were used to determine whether existing transit routes are serving areas of the county considered to be transit- supportive for the corresponding transit market. The transit markets and the corresponding market assessment tool used to measure each are described in detail below.

Discretionary Market A discretionary transit market refers to potential riders living or working in higher-density areas of the county who may choose to use transit as a commuting or transportation alternative. The Millennial generation is another relatively new transit market of choice riders that make up one-third of the total

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U.S population, according to the U.S. Executive Office Council of Economic Advisors. The Urban Land Institute America in 2015 report on survey views of housing, transportation, and community reported that just over half of all Americans and 63 percent of the millennial generation would like to live in a place where they do not need to use a car very often.

A Density Threshold Assessment (DTA) was conducted based on industry-standard relationships between transit levels and dwelling unit/employment densities to identify the areas of Brevard County that are currently experiencing or projected to experience transit-supportive residential and employee density levels in the future. Dwelling unit and employment data by Traffic Analysis Zone (TAZ) were obtained from the Central Florida Regional Planning Model and used to conduct both the existing (2018) and future (2027) DTA analyses.

Three density thresholds were developed to indicate whether an area contains sufficient density to sustain some level of fixed-route transit operations:

• Minimum – Reflects minimum population or employment densities to consider basic fixed‐route transit services (i.e., fixed‐route bus service). • High – Reflects high population or employment densities that may be able to support higher levels of transit investment than areas that meet only the minimum density threshold (i.e., increased frequencies, express bus). • Very High – Reflects very high population or employment densities that may be able to support higher levels of transit investment than areas that meet the minimum or high density thresholds (i.e., premium transit services, etc.). Table 7-1 presents the dwelling unit and employment density thresholds (in terms of TAZ) associated with each threshold of transit investment.

Table 7-1: Transit Service Density Thresholds

Level of Transit Dwelling Unit Density Employment Density Investment Threshold2 Threshold3 Minimum Investment 4.5-5 dwelling units/acre 4 employees/acre High Investment 6–7 dwelling units per acre 5–6 employees/acre Very High Investment ≥8 dwelling units/acre ≥7 employees/acre

2 TRB, National Research Council, TCRP Report 16, volume 1 (1996), Transit and Land Use Form, November 2002, MTC Resolution 3434 TOD Policy for Regional Transit Expansion Projects. 3 Findings from research on the relationship between transit technology and employment densities

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Maps 7-1 and 7-2 illustrate the results of the 2018 and 2027 DTA analyses conducted for Brevard County, identifying areas that support different levels of transit investment based on existing and projected dwelling unit and employment densities. These maps also illustrate the existing Space Coast Area Transit route networks to gauge how well the current transit networks cover the areas of Brevard County that are considered supportive of at least a minimum level of transit investment.

As shown on the 2018 DTA map, the transit supportive areas are located in Melbourne, Cape Canaveral, Merritt Island, Cocoa, Patrick Air Force Base, and Titusville. Of the block groups that are supportive of bus service, all are located near a fixed-route with the exception of a small area located east of I-95 and north of U.S. 192 in Melbourne.

In 2027, several block groups within Brevard County are anticipated to become more transit-supportive including areas in Melbourne, Cape Canaveral, and Palm Bay; however, there are still few areas with transit-supportive density thresholds. The 2027 transit-supportive block groups currently are served by transit, with the exception of a small block group in Palm Bay along Degroodt Road and the area east of I- 95 and north of U.S. 192 in Melbourne. Employment density is anticipated to increase along Malabar Road in Malabar and along Wickham Road east of I-95.

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Map 7-1: 2018 Density Threshold Analysis

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Map 7-2: 2027 Density Threshold Assessment

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Traditional Transit Market Assessment The traditional transit market refers to population segments that historically have a higher propensity to use or depend on transit for their transportation needs. For some individuals, their ability to drive is greatly diminished with age and they must rely on others for their transportation needs. Likewise, younger persons not yet driving age but who need to travel to school, employment, or for leisure may rely more on public transportation until they reach driving age. For lower-income households, transportation costs are particularly burdensome, as a greater proportion of income is used for transportation-related expenses than it is for higher-income households. Households with restricted income, particularly those with no private vehicle, are more likely to rely on public transportation for travel. Therefore, traditional transit users include older adults, youth, and households that are low-income and/or have zero vehicles.

A Transit Orientation Index (TOI) assists in identifying areas of the county in which a traditional transit market exists. To create the TOI, five-year demographic data estimates from the 2015 ACS were analyzed at the census block group level (the most detailed level of data available from ACS) for the following demographic and economic variables:

• Population age 65 and older • Population under age 15 (youth) • Population living below the poverty level ($25,000 or less annual income for a 4-person household) • Households with no vehicles available (zero-vehicle households) The ACS data layers were overlaid to develop a composite ranking for each census block group of “Very High,” “High,” “Medium,” and “Low,” with respect to the level of transit orientation. The areas that ranked “Very High” reflect a very high transit orientation, i.e., a high proportion of transit-dependent populations, and those ranked “Low” indicate much lower proportions of transit-dependent populations.

Map 7-3 illustrates the 2015 TOI prepared for Brevard County, reflecting areas with varying traditional market potential. For the most part, block groups in portions of developed areas of Brevard County have “Low” or “Medium” transit orientation. In addition, the existing Space Coast Area Transit routes are located in most portions of the study area with “High” or “Very High” transit orientation. Areas with “High” or “Very High” transit orientation that may benefit from additional transit service include West Melbourne south of U.S. 192, Palm Bay near Babcock Street, and South of Micco Road to the border of Indian River County.

Based on existing demographics and trends in Brevard County, the senior population, already a significant share of the County population, will continue to increase over the next 10 years and add substantial demand for public transportation as this cohort ages-in-place and their ability to drive is compromised. Currently, the average age in Brevard County is 47.3 compared to 41.8 for the state and persons aged 65 and over comprise 23% of the county population compared to 19% for the state. The projected increase in elderly population, will manifest as increased demand for fixed route and paratransit service.

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Map 7-3: Transit Orientation Index

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TBEST Modeling Ridership Forecasting Ridership forecasts were prepared using the FDOT-approved transit demand forecasting tool, Transit Boardings Estimation and Simulation Tool (T-BEST), Version 4.2.2. T-BEST is a comprehensive transit analysis and ridership-forecasting model that is capable of simulating travel demand at the individual route level. The software was designed to provide near- and mid-term forecasts of transit ridership consistent with the needs of transit operational planning and TDP development. In producing model outputs, T-BEST also considers the following:

• Transit network connectivity – The level of connectivity between routes within a bus network – the greater the connectivity between bus routes, the more efficient the bus service becomes. • Spatial and temporal accessibility – Service frequency and distance between stops – the larger the physical distance between potential bus riders and bus stops, the lower the level of service utilization. Similarly, less frequent service is perceived as less reliable and, in turn, utilization decreases. • Time-of-day variations – Peak period travel patterns are accommodated by rewarding peak service periods with greater service utilization forecasts. • Route competition and route complementarities – Competition between routes is considered. Routes connecting to the same destinations or anchor points or that travel on common corridors experience decreases in service utilization. Conversely, routes that are synchronized and support each other in terms of service to major destinations or transfer locations and schedule benefit from that complementary relationship. The following section outlines the model inputs and assumption, includes a description of the TBEST scenario performed using the model, and summarizes the ridership forecasts produced by TBEST.

Transit Network The transit route network for all Space Coast Area Transit routes was created to reflect 2016 conditions, the validation year for the model. The transit network in GTFS format was verified and updated as needed. Data in the network include:

• Current service span • Existing headways (the frequency at which a bus arrives at a stop – e.g., 1 bus every 60 minutes) • Passenger travel times on board a bus • Special generators • Observed average daily ridership For the new Route 29 and new Saturday service on Routes 7 and 8, the ridership base was calibrated using partial year observed ridership. Ridership on these routes should be monitored and projections adjusted based on actual manifest demand over the course of the first 18 -24 months of service.

Model Inputs/Assumptions and Limitations TBEST uses various demographic and transit network data as model inputs. The inputs and the assumptions made in modeling the Space Coast Area Transit system in TBEST are presented below. The Space Coast Area Transit model used the recently-released T-BEST Land Use Model structure (TBEST Land Use Model 2016), which is supported by parcel-level data developed from the Florida Department of Revenue (DOR) statewide tax database. The DOR parcel data contains land use designations and

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supporting attributes that allow the application of Institute of Transportation Engineers (ITE)-based trip generation rates at the parcel level as an indicator of travel activity.

It should be noted, however, that the model is not interactive with roadway network conditions. Therefore, ridership forecasts will not show direct sensitivity to changes in roadway traffic conditions or speeds.

Demographic Data The demographics used as the base input for the TBEST model were derived from Census 2010 geography and population characteristics, ACS Five-Year Estimates (2009–2013), 2014 InfoUSA employment data, and 2015 parcel-level land use data from the Florida DOR. Varying data sets were used for TBEST because demographic data in TBEST is hard-coded and cannot be modified by end-users. Using the data inputs listed above, the model captures market demand (population, demographics, employment, and land use characteristics) within ¼ mile of each stop.

Population and Employment Growth Rates TBEST uses a socio-economic data growth function to project population and employment data. A population growth rate and an employment growth rate were calculated using the 2045 TAZ forecasts developed for Brevard County. As indicated previously, population and employment data are hard-coded into the model and cannot be modified by end-users. As applied, the growth rates do not reflect fluctuating economic conditions as experienced in real time.

Special Generators The special generators were determined to evaluate locations with opportunities for high ridership. Space Coast Area Transit special generators include the following:

• Malls/Shopping Centers/Super Walmart, including:

o Searstown Mall o Sears o Melbourne Square Mall o Merritt Square Mall o Miracle City Mall o St. John’s Plaza o Cocoa Commons Shopping Center o Canaveral Plaza o Banana River Square o Cornerstone Plaza o Melbourne Shopping Center o Hammock Landing o Fisher Park o Indian Harbour Place o Palm Bay Plaza o Viera Regional Park o Ocean Springs Plaza

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• Transfer Centers, including:

o Cocoa Transit Center o Melbourne Square Mall • Hospitals, including:

o Veterans Clinic o Parrish Medical Center o Cape Canaveral Hospital o Holmes Regional Hospital o Wuesthoff Hospital o Health First Physicians o Palm Bay Hospital • Universities and Colleges, including:

o Florida Institute of Technology o Eastern Florida State College (Titusville, Cocoa, Melbourne, Palm Bay) o Keiser University o South Lake Education Center • Event Centers and Recreational Parks, including:

o Shepard Park o Space Coast Stadium • Airport

o Melbourne International Airport • Park & Ride

o Titusville Park & Ride Lot o Palm Bay Park & Ride Lot o Viera Park & Ride • Military Installations:

o Patrick Air Force Base TBEST Model Limitations It has long been a desire of FDOT to have a standard modeling tool for transit demand that could be standardized across the state similar to the Florida Standard Urban Transportation Model Structure (FSUTMS) model used by MPOs in developing LRTPs. However, while TBEST is an important tool for evaluating improvements to existing and future transit services, model outputs do not account for latent demand for transit that could yield significantly higher ridership, and, correspondingly, model outputs may over-estimate demand in isolated cases. In addition, TBEST cannot display sensitivities to external factors such as an improved marketing and advertising program, changes in pricing service for customers, and other local conditions.

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Although TBEST provides ridership projections at the route and bus stop levels, its strength lies more in its ability to facilitate relative comparisons of ridership productivity. As a result, model outputs are not absolute ridership projections but, rather, are comparative for evaluation in actual service implementation decisions. TBEST has generated interest from departments of transportation in other states and continues to be a work in progress that will become more useful as its capabilities are enhanced in future updates to the model. Consequently, it is important for Space Coast Area Transit to integrate sound planning judgment and experience when interpreting TBEST results.

Ridership Forecast Using these inputs, assumptions, and actual ridership data, the TBEST model was validated. Using the validation model as the base model, TBEST ridership forecasts for this TDP major update with a starting year of 2018 and horizon year of 2027, were developed. The generated annual ridership forecasts reflect the estimated level of service utilization if no changes were to be made to any of the fixed-route services.

Table 5-2 shows the projected number of annual riders by route in 2018 and 2027 as well as average ridership growth rates from 2018 to 2027 derived from TBEST. The baseline ridership growth rate is 8.4%.

Table 7-2: Annual Ridership and Growth Rates with No Improvements, 2018-2027*

Annual Ridership, Annual Ridership, Absolute Change, Growth Rate, Route 2018 2027 2018-2027 2018-2027 Route 1 361,924 388,945 27,021 7.5% Route 2 97,469 106,397 8,928 9.2% Route 3 51,957 56,035 4,078 7.8% Route 4 347,037 370,656 23,619 6.8% Route 5 37,263 40,095 2,832 7.6% Route 6 261,784 277,970 16,186 6.2% Route 7 37,390 40,473 3,083 8.2% Route 8 27,047 28,718 1,671 6.2% Route 9 254,907 270,739 15,832 6.2% Route 21 157,921 175,988 18,067 11.4% Route 21S 4,130 4,386 256 6.2% Route 22 68,872 75,700 6,828 9.9% Route 23 89,479 98,186 8,707 9.7% Route 24 86,585 94,258 7,673 8.9% Route 25 149,542 167,509 17,967 12.0% Route 26 41,007 45,096 4,089 10.0% Route 27 110,201 125,899 15,698 14.2% Route 28 111,850 121,296 9,446 8.4% Route 29 128,171 138,933 10,762 8.4% Route 33 776 845 69 8.9% Total 2,425,312 2,622,984 197,672 8.4% *Based on TBEST Model.

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Forecast Ridership Analysis Summary Based on the TBEST model results shown in Table 5-2, maintaining the status quo will result in a slight increase in Space Coast Area Transit ridership over time. According to the projections, overall ridership is expected to increase by 8.4 percent (from 2,425,312 to 2,628,124 riders) by 2027. The model results show that the most significant ridership growth in the existing Space Coast Area Transit network will occur on the following routes within the next 10 years.

• Route 27 • Route 25 • Route 21 • Route 26

For Space Coast Area Transit to increase its market share for transit, service expansion will need to strategically occur in growing areas. The service improvements identified in this plan, other transit planning efforts, and from the public feedback received combined will provide better transit services for the service area.

Section 8: Goals and Objectives This section presents Space Coast Area Transit’s Mission, Vision, and transit goals, objectives, and strategies for the next 10 years. Goals, objectives, and strategies are an integral part of any transportation plan because they provide the policy direction to achieve the community’s vision. Below are the existing and proposed changes to the current Transit Vision and Transit Mission statements.

Table 8-1: FY 2017 TDP - Mission and Vision Statements

Current Vision and Mission Statements Proposed Statements Transit Vision - To maintain the current level of Transit Vision - To maintain the current level of transit service in the county and expand service transit service in the county and expand service to better respond to the key emerging service to better respond to the key emerging service market needs of students, commuters, and the market needs of students, commuters, seniors, tourism industry (including both workers and the disabled, and the tourism industry (including visitors) by developing new routes and /or service workers and visitors) by developing new routes, enhancements that target these unique markets enhanced flexible services, partnerships, and/or and connect with transit providers in adjacent other service enhancements, that target these counties for improved regional accessibility. unique markets and connect with transit providers in adjacent counties for improved regional accessibility. Transit Mission - To continue to provide Transit Mission - To continue to provide accessible and affordable transportation options accessible and affordable transportation options to Brevard County residents of all ages and to Brevard County residents of all ages and abilities by maintaining the current level of abilities by maintaining the current level of transit service in the county and gradually transit service in the county and gradually enhancing existing fixed-route service to extend enhancing existing fixed-route service to extend hours of operation and increase frequency in the hours of operation and increase frequency in the most productive corridors. most productive corridors, and address increases

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in mobility demand in hard to serve areas and by disadvantaged populations with flexible services.

The goals and objectives identified in the Space Coast Area Transit 2013 - 2022 TDP Major Update provide the policy direction to achieve the community’s vision. A goal is a long-term end toward which programs or activities are ultimately directed. An objective is a specific, measureable, intermediate end that is achievable and allows measurement of progress toward a goal. A strategy is the course of action or way in which programs and activities are conducted to achieve an identified objective.

The goals, objectives, and strategies presented in this section were prepared based on the review of the goals and objectives adopted in the 2013-2022 TDP Major Update (last major update) and reviews of subsequent TDP Annual Updates. Additional factors contributing to the review and update of the Space Coast Are Transit goals and objectives include: the assessment of existing conditions, feedback received during the public involvement process, and the review of local planning documents.

The TDP major update process provides an opportunity to refresh the agency’s goals and objectives. The six goals from the TDP Major Update are presented below along with proposed changes.

Table 8-2: FY 2017 TDP - Goal Statements

Current Goal Statements Proposed Goal Statements 1. Implement a transit system fully integrated No Change with other transportation modes and Brevard County’s Complete Street Principles. 2. Enhance citizen mobility by increasing 2. Enhance citizen mobility and access to availability of public transportation service opportunity by increasing availability of public transportation service. 3. Improve the experience of those riding Space 3. Improve the experience of those riding Coast Area Transit. Space Coast Area Transit through technology and related services. 4. Ensure program accountability. No Change 5. Secure the funding necessary to meet service No Change needs. 6. Build on Space Coast Area Transit’s award- 6. Build on Space Coast Area Transit’s award- winning marketing and outreach strategies to winning marketing and outreach strategies increase ridership, use of park and ride lots, to increase ridership, use of park and ride the ReThink vanpool program, and lots, the ReThink vanpool program, through participation in the Volunteers In Motion partnerships, technology, and participation program. in the Volunteers in Motion Program.

The table below includes the Space Coast Area Transit’s current goals and objectives (from the 2014 Annual Update) and reflects proposed changes for the 2017 TDP. The proposed changes add focus to means to leverage partnerships, technology, and flexible service delivery strategies to address increasing mobility demand, especially in hard to serve areas and by seniors, and other customers typically served by paratransit. These proposed changes recognize the value in partnering to leverage funding and in managing mobility service delivery to increase less expensive shared ride applications in place of

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traditionally expensive paratransit services where appropriate. This strategy offer to improve localized mobility and provide first-last-mile connections to the fixed route network.

Table 8-3: FY 2017 - Proposed TDP Objectives

Objective Description FY 2017 Objective Objective 1.1 Maximize coordination with public and No Change private agencies and other transportation operators in Brevard County. Objective 1.2 Coordinate with the Space Coast No Change Transportation Planning Organization (TPO) in the utilization of transit planning funds to support and improve transit service. Objective 1.3 Communicate and coordinate with other Communicate and coordinate with other counties and agencies such as LYNX, Votran, counties, agencies such as LYNX, Votran, and and Indian River Transit to promote ride- Indian River Transit, major employers, sharing practices and transportation hospitals, educational institutions to promote arrangements. ride-sharing practices and transportation arrangements. Objective 1.4 Maintain existing coordination contracts and No Change execute new ones, where feasible, needed, and cost effective. Objective 1.5 Encourage the connection between transit, No Change land uses, and Complete Streets principles through coordination with the TPO, Brevard County, and municipalities in the growth management process including comprehensive plans, land development codes, corridor studies, and site review of development. Objective 2.1 Ensure that the fixed-route, vanpool, and Ensure that the fixed-route, vanpool, and paratransit systems continue to remain paratransit systems continue to provide high responsive to the needs of the transportation quality service and remain responsive to the disadvantaged. needs of the transportation disadvantaged. Objective 2.2 Continue the implementation of expanded Continue the implementation of expanded evening and weekend fixed-route service. evening and weekend fixed-route service and flexible services. Objective 2.3 Continue maximizing the use of the fixed- Continue maximizing the use of the fixed-route route bus service for the transportation bus service and flexible services for the disadvantaged. transportation disadvantaged. Objective 2.4 As feasible, implement increased paratransit As feasible, implement increased paratransit service and expanded fixed-route service as service and expanded fixed-route and flexible outlined by the 10-year vision. services as outlined by the 10-year vision. Objective 3.1 Research new methods to improve and Research new methods to improve and streamline passenger fare collection. streamline passenger fare collection, including mobile pay applications. Objective 3.2 Investigate Intelligent Transportation Systems Investigate Intelligent Transportation Systems (ITS) technologies to improve customer (ITS) technologies, including dynamic experience and scheduling. scheduling, to improve customer experience and scheduling.

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Objective 3.3 Develop a smart phone application for Space Develop a smart phone application for Space Coast Area Transit services, including system- Coast Area Transit services, including system- wide information, service updates, and real- wide information, service updates, and real- time vehicle location. time vehicle location, and mobile pay. Objective 4.1 Adhere to the procedures, rules, and No Change regulations established by the Commission for the Transportation Disadvantaged, Florida Department of Transportation, State of Florida, Federal Transit Administration, and Brevard County. Objective 4.2 Collect and compile the data necessary for No Change the evaluation of service including rider surveys. These data will be repeated in the Annual Operating Report (AOR), National Transit Database (NTD), and the Annual Community Transportation Coordinator (CTC) evaluation. Objective 4.3 Continue to provide and review performance No Change reports at the Local Coordinating Board meetings. Objective 5.1 Continue to pursue local government and Continue to pursue local government and private sector funding partnerships to provide private sector funding partnerships to provide operating assistance to maintain existing operating assistance to maintain existing service levels and expand service to meet service levels and expand service to meet future needs. future needs for operations, operating funds, capital funds, customer amenities, ADA accessible ways, and service delivery. Objective 5.2 Investigate alternative funding sources to No Change provide continuing operating revenue for services currently funded through FDOT Transit Corridor Grants and the FDOT Transportation Regional Incentive Program (TRIP). Objective 5.3 Work with the Commission for the No Change Transportation Disadvantaged, Florida Department of Transportation, and the Federal Transit Administration to continue to obtain funding necessary to meet service demands of transportation disadvantaged citizens. Objective 5.4 Work with local and state agencies to secure No Change sufficient funding to provide social service agency trips. Objective 6.1 Maximize availability of service information; No Change ensure that material is available in accessible formats including print, radio, and video media. Objective 6.2 Actively engage the community in promoting No Change transit by calling attention to Space Coast Area Transit services through sponsorships, editorials, advertisements, and the like.

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Objective 6.3 Participate in community events and No Change meetings where information can be distributed to potential participants. Objective 6.4 Develop a core group of transit advocates No Change including elected officials, community advocates, agency heads, education leaders, and business leaders from the Economic Development Council of Florida’s Space Coast, Florida’s Space Coast Office of Tourism, and the Space Coast Economic Development Commission.

Section 9: Transit Alternatives This section identifies the potential transit improvements developed for the Space Coast Area TDP. Those proposed improvements, or alternatives, for fixed-route service represent the transit needs for the next 10 years without consideration of funding constraints. These improvements in no way establish a financial commitment for Brevard County; they have been developed only for transit planning purposes and do not reflect the actual budget or expenses of Space Coast Area Transit.

Development of Alternatives The alternatives identified in this TDP consist of improvements to enhance existing Space Coast Area Transit routes as well as provide additional services within several areas of the county. The alternatives reflect transit needs identified by the community and have been developed based on the information gathered through the following methods:

• Public Workshops and Stakeholder Discussions- Public workshops and stakeholder discussions have been an effective technique for obtaining substantive public input on transit needs throughout the Transit Development Plan process. Outreach was conducted to gather input from a series of three market segment focused discussion groups. The topics of these discussions were to identify mobility needs, service gaps, and ideas to improve mobility services to support: business, healthcare, education, tourism, seniors, and access to community services. In addition, a public meeting is scheduled for mid-June to review and discuss initial service concept alternatives considered for the next 10 years. Based on comments received from the public meeting, the service concepts will be refined. A second public meeting will be held to review the refined service concepts included in the Draft TDP document to be submitted for FDOT review. • Transit Surveys – An on-board survey targeting bus passengers was conducted as part of the TDP planning process to obtain input from riders. • Interviews – Interviews were conducted with policy leaders and agency/community representatives to gather input on Space Coast Area Transit’s role in the community, economic development goals and funding policy, transit service, technology, and infrastructure needs, potential future investment in transit, among others. • Transit Demand Assessment – An assessment of transit demand and needs was conducted for Brevard County using various GIS-based analysis tools. These technical analyses, together with the baseline conditions assessment and performance reviews conducted previously, also were

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used in developing the list of transit alternatives by identifying areas that have characteristics shown to be supportive of transit. • Situation Appraisal – Requirements for a 10-year TDP in Florida include the need for a situation appraisal of the environment in which the transit agency operates. The purpose of this appraisal is to help develop an understanding of the transit operating environment in Brevard County in the context of the following elements:

o Socioeconomic trends o Travel behavior o Land Use o Public involvement o Organizational attributes o Technology o Regional transit issues o Assessment of the plans reviewed From the above, several improvement alternatives were developed and grouped into the following three main categories:

• Service • Capital/Infrastructure • Policy/Other Specific recommendations within each of these categories are summarized below.

Service Improvements Service improvements include enhancements to existing routes related to frequency, extended service hours, and/or providing additional days of service. This also includes service expansion, including new routes for operating in areas not currently served by Space Coast Area Transit.

Improvement to Existing Routes Expanding hours and increasing frequencies on existing bus routes are significant needs identified through the public involvement efforts performed as part of the development of the Space Coast Area Transit TDP.

• Increase Frequency on all Routes - Based on comments received during public outreach efforts, direction from the Review Committee, and transit best practices data, increasing frequencies on the existing routes was identified as the most important improvement to be implemented. Over the next ten years as resources become available and potential efficiencies can be identified, implementing service frequency improvements on all routes should be a primary objective. Recognizing that many existing routes operate at headways more than 60-minutes, adopting a target headway of at least 30-minutes weekday and 60-minutes weekend is recommended to implement service over the next ten years. However if funding is not secured these improvements may occur outside of the planning horizon or not be implemented. The following service frequency targets are proposed and are tested for existing services in the 2027 service improvement concepts:

o Sunday Service – maximum headway of at least every 60-minutes or less; exception Route 26;

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o Saturday Service – maximum headway of at least every 60-minutes or less; exceptions are Route 4 and Route 26; and o Weekday Service - maximum headway of at least every 30-minutes or less; exceptions are Route 1 and Route 26

• Extend service on all existing routes - From the various activities during the public involvement process, a need for adding later service for students who take later classes and for workers with non-traditional schedules was identified as a priority. To address this need, service on all regular routes (with the exception of Routes 4, 9, and 26) could be standardized and provide service from 5:30 AM to 10:30 PM on weekdays, from 6:00 AM to 10:00 PM on Saturdays, and from 8:00 AM to 8:00 PM on Sundays. • Implement Sunday Service on all routes - Currently Routes 4, 9, and 21 provide service on Sunday with service ending no later than 6 PM. Sunday service could be implemented on all routes with service from 8 AM to 8 PM, and could be provided at 60-minute headways. • Route 26 – the route 26 is very long (47 miles round trip) and poses operational challenges. Our recommendation is for Space Coast Area Transit to consider splitting the Route 26 into two routes. One would serve the western portion of the Route 26, from Airport/NASA Boulevard, to the Publix at Indian Harbour Shopping Center on E. Eau Gallie Boulevard. This segment of the route would be 23 miles round trip and currently is scheduled to run a 65-minute cycle time. The second route would operate from the Indian Harbour Shopping Center north along A1A to 13th Street, a round trip distance of 24 miles and a current operating cycle time of 52 minutes. The running times on these routes may be adjusted because of the reduced risk of delays associated with the long combined routing. These changes at 60-minute existing headways would require two vehicles. Operating at a 30-minute headway, these routes would require 4 vehicles. Given the extra running time on the north leg of the proposed Route 26 change, this route may be made to overlap, supplement, or interline with the Route 9. • Route 33 – the route 33 is not proposed to change at this time. This service operates as a Flagdown service due to the unique characteristics of the service area. New Service Expansions Based on the transit demand assessment, and the public involvement activities, recommendations are proposed for new services. Map 9-1, at the end of this section, presents the existing fixed route transit network plus the service concepts alternatives proposed. The following new services are designed to capture emerging and underserved transit markets, and provide connectivity throughout Brevard County:

New Fixed-Routes Input from the public involvement process and the 2040 LRTP indicated a need to provide service to Barefoot Bay and Sebastian. These new services would travel along US 1 and into Indian River County with service ending at the Walmart Supercenter on US 1 in Sebastian, and operate 7 days a week with a 120 minute headway.

• Melbourne-Sebastian via US 1 - Service for this route would begin at the Melbourne Shopping and would provide stops along US 1, and will also connect to existing routes 21, 26, and 27. Total roundtrip distance for this service is 50 miles. Because of route length, the headway is estimated to be 120-minutes.

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• Palm Bay-Barefoot Bay-Sebastian via US 1 – This 40 mile roundtrip route would begin service at the Publix Super Market at Bayside Lakes Plaza with connection to Route 21, and would provide stops along Cogan Dr., Babcock St., Micco Rd., and Barefoot Bay Blvd with continuing service along US 1.The majority of the population residing in Barefoot Bay is 65 and over, and currently do not have access to transit. Because of route length, the headway is estimated to be 120-minutes. Circulator Service • Palm Bay-Malabar – Provide service from the Walmart Supercenter on Palm Bay Rd to the Walmart Supercenter on Malabar Rd with stops along Port Malabar Blvd., and Babcock St. Frequency for this service will be 30-minutes weekdays and 60-minutes weekends, and would connect to existing Routes 21, 22, 23, 25, and 27. • Malabar-Degroodt-Bayside Lakes Plaza – Provide service from the Walmart Supercenter on Malabar Rd to the Publix Super Market at Bayside Lakes Plaza via Jupiter Blvd. This service would provide connection to Routes 22 and 23 with 30-minute frequency weekdays and 60-minutes weekends. • Malabar-San Filippo-Bayside Lakes Plaza – Provide service from the Walmart Supercenter on Malabar Rd to Publix Super Market at Bayside Lakes Plaza via San Filippo Dr. Service for this route would be seven days a week with a 30-minute frequency weekdays and 60-minutes weekends, and connections to Routes 22 and 23. • Minton-St. John’s Heritage Parkway – Space Coast Area Transit has been approached over the past few years by the Brevard County School, City of West Melbourne and the City of Palm Bay to provide bus service west of Minton Blvd, specifically Heritage High School on Malabar Rd. Service would begin at Hammock Landing and would serve the area west of Minton Blvd south of SR 192 and provide service along the newly constructed St. John’s Heritage Parkway. The St. John’s Heritage Parkway is a 5 mile arterial roadway extending from Palm Bay city limits north to Ellis Rd. The service frequency for this fourth Palm Bay route would be 30-minutes weekday, and 60- minutes on Saturday. This route would connect to existing Routes 23, 25, and 27. Flex Service This proposed service is designed in rural areas and would provide connections to existing transit service. The noted service is proposed as a deviated fixed-route service with a maximum number of deviations per round trip. Each deviation will be limited to a maximum of ¾ mile distance away from the trunk line. Route deviation is a hybrid public transportation service with features of a fixed-route, fixed-schedule transit service and demand responsive and, therefore, meets all requirements for complementary paratransit service required by ADA; no separate complementary ADA paratransit service is required. The service frequencies for this service will be 30-minutes weekdays and 60-minutes weekends.

• Port St. John – Providing service along Grissom Pkwy., Kings Hwy., US 1, and Fay Blvd with connection to Route 1 via US 1. • Citrus Blvd-Canaveral Grooves-Cocoa - This route would provide connection to existing Route 6 at Cocoa Commons, and provide service along Grissom Pkwy and Industry Rd.

The proposed service improvements represent enhancements and additions to existing services that may be implemented based on demand and fiscal capacity. In addition to the service improvements identified, Space Coast Area Transit will continue to seek opportunities to enhance transit services in particular travel corridors consistent with strategic transportation plan. As funding opportunities arise, the potential for converting key routes into Bus Rapid Transit services will be examined.

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Map 9-1: Service Concepts Alternatives

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Capital/Infrastructure Improvements Potential capital/infrastructure improvements include the following:

• Replace/add new vehicles – Continue the existing vehicle fleet replacement program and add new vehicles to serve the proposed service improvements and new routes. • Expand and improve bus stop infrastructure – The TPO and SCAT can continue to improve infrastructure at bus stops with coordination from the municipalities, including benches, shelters, bicycle storage facilities and other infrastructure. This would enhance the rider’s experience while waiting for the bus and could potentially attract new riders. Bus stop infrastructure above existing budgetary levels will need to be accompanied by an appropriate funding source to advance. Federal and state funding are the primary sources for bus stop infrastructure improvements, but local matching funds may be necessary. • New Bus Operations Center – SCAT needs to plan for and design a new operating base to accommodate growing demand and related need for expanded fleet storage and maintenance activities. The new operating base may also serve as a training facility and administrative offices for SCAT employees. • Transit Hubs – the SCAT transit network is heavily dependent on bus route connections and passenger transfers between routes for riders to reach their destinations. SCAT should examine and plan to develop – either through agreements with existing parcel owners such as shopping centers, or via direct acquisition of property – a series of transit transfer hubs (superstops) at locations where more than 3 routes connect on a frequent basis. These transit hubs will provide infrastructure for vehicle staging, transfers, passenger waiting amenities, real-time service information, and locations for transit pass sales. These transit hubs may include TOD elements consistent with improved mobility access for the surrounding communities. These elements may take the form of retail and other development partnerships with public and private entities – shopping, community services, healthcare, education, employment, residential, and other potential uses that benefit community livability and access to opportunities. • Improve bus stop safety and ADA accessibility – Ensuring the safety of all riders while accessing bus stops and waiting for the bus, as well as guaranteeing that ADA requirements are fulfilled for all transit facilities is important to the overall safety and accessibility of the transit system. Bus stop safety and accessibility improvements above existing budgetary levels will need to be accompanied by an appropriated funding source to advance. In 2013 a bus stop safety and ADA accessibility plan was developed to prioritize bus stop improvements and improve ADA accessibility. All new bus stops are required to be ADA accessible. The provision of an accessible path to/from the bus stop and adjacent land uses is a requirement of the ADA however, to provision of sidewalks is typically the responsibility of the municipality, county, or FDOT and these improvements should be programmed to be part of roadway improvements and improvements to adjacent properties. • Call Center Capacity and Sensitivity Training – The ability to access mobility information and make reservations for paratransit trips (ADA and TD) is essential to serving customers and meeting mobility demand. To assure call center user hold, call abandonment, and wait times are acceptable and call center capacity and is sufficient for call volumes. Assuring adequate capacity equates to right sizing the call center. This has direct and positive implications for providing and maintaining high levels of customer service. Space Coast Area Transit should assess call center capacity and conduct routine sensitivity training for call center staff.

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• Establish park-and-ride-lots – Park-and-ride facilities provide collection points for travelers to transfer from auto to transit or between autos (from a single-occupant vehicle to a carpool or vanpool). When conveniently located and carefully planned and implemented, park-and-ride facilities are integrated into the overall transportation network and can encourage a shift from single-occupant vehicles to transit or other alternative modes. Current park-and-ride locations within Brevard County that are supported by public and private partnerships include:

o Titusville on SR 50 (Cheney Hwy) o Viera near Stadium Parkway and Viera Boulevard o Eau Gallie on Eau Gallie Boulevard o Palm Bay on Emerson Drive and C.R. 509 • Technology improvements – Several technology based improvements are available for SCAT consideration.

o Acquisition of CAD/AVL functionality to track vehicle location and manage vehicle operations. In addition to traditional CAD/AVL systems, SCAT should examine new generation systems that are largely tablet based, open source, and significantly less expensive. o The acquisition of CAD/AVL functionality will permit SCAT to also provide a web-based and mobile application that provides real time bus information directly to customers. o SCAT should consider is the acquisition of mobile payment application to permit riders (fixed route and paratransit) to use their phone for fare payment. The industry already seen the proliferation of many mobile payment applications that incorporate base, reduced, express fares as well as a range of passes. o The industry is seeing the development of transit e-hailing applications that support mobility-on-demand service models which SCAT might consider for Flex services as well as some fixed routes that could be modified to operate as point deviation services to better serve low density markets and serve both general public riders and appropriate ADA riders (depending on trip purpose and customer needs).

Policy/Other Improvements Other potential improvements include various general improvements that are not necessarily route- specific or capital related. These improvements are drawn primarily from the input on public involvement efforts performed as part of the TDP development process. Other needed improvements identified for the next 10 years are as follows:

• Transit Signal Priority (TSP) Studies – TSP aims to improve service and reduce delay for transit vehicles at signalized intersections. As congestion increases in Brevard County, a need for TSP in certain locations may be identified. In this instance, Space Coast Area Transit should coordinate with FDOT and local governments responsible for traffic signals concerning future studies or pilot projects that evaluate potential locations for and appropriate applications of TSP. • Major TDP and TDSP Update – The FDOT requires that a major TDP update be completed for the fifth year of this 10 year plan. In addition, the FDOT requires that TDP progress reports are submitted annually. Space Coast Area Transit has historically updated its TDSP concurrent with the major TDP update.

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• Bus Stop Inventory and Assessment – The TPO has plans to conduct an ADA Assessment beginning in Fall 2017. Space Coast Area Transit should coordinate with the MPO and continue collecting bus stop data to develop and complement the TPO’s inventory and prioritize ADA bus stop improvements along corridors. • Fare Policy Evaluation – The existing fare structure should be assessed from time to time to ensure that Space Coast Area Transit is maintaining farebox recovery ratio and that the fare are consistent with the fare of other similar transit agencies. To ensure a fair and equitable fare structure, implementation of a tourism tax is recommended to potentially avoid an increase in fare. The fare policy evaluation should include examination of mobile payment application. • Shared park-and-ride lot agreements – Agreements with private or public landowners that allow parking spaces to be shared by transit passengers in underutilized and/or off-peak private lots are another way to provide park-and-rides at a lower or no cost, especially where real estate cannot feasibly be purchased. • Land development regulations – Land use and transportation, when planned for concurrently, can lead to more efficient land use and transportation networks. Brevard County should encourage and guide other local governments in modifying their policies and regulations by adopting more multimodal supportive land uses and land development regulations to enhance the overall transportation network and connectivity within the county. If local governments are on board to participate in a transit-supportive framework, this will help Brevard County make rapid and significant progress in integrating transit into such major developments. Land development regulations can drastically shape the walkability of an urbanized area, which, in turn, can promote higher transit ridership. For instance, minimum parking requirements and road design standards that are automobile-oriented can negatively impact walkability, thereby negatively impacting a transit-supportive environment. • Improve route-level performance monitoring – Implement performance monitoring program to include a comparative analysis of route performance. Route performance metrics are currently supported through collection of ridership, farebox, and operating data obtained through scheduling, dispatch, and farebox functions as well as through ride-checks and routine National Transit Database surveys. The acquisition of technologies – CAD/AVL, mobile payment, and e- hailing functions – provide a significant additional source of valid and reliable data for SCAT to use to augment performance monitoring and service planning. • Partnerships with ridesourcing companies – Transit agencies around the U.S. have started pilot programs to partner with ridesourcing companies such as Uber and Lyft. Space Coast Area Transit should establish a partnership with a ridesourcing company with an established presence. While these partnerships hold promise for expanding mobility to both choice and dependent riders, the cost-effectiveness of this approach and obstacles with regard to compliance with ADA and Title VI suggest caution. Applying similar technological functionality to transit services to facilitate greater mobility-on-demand offers a more robust service option to transit providers. Figure 9-1 illustrates an example mobile application that integrates Uber and transit services.

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Figure 9-1: Example Ridesourcing-Transit Partnership Application

• Operational studies – Space Coast Area Transit from time to time may conduct planning studies such as a comprehensive operations analyses for paratransit and fixed-route services to ensure these services are being supplied in the most efficient and effective manner. Market research studies may also be effective for increasing partnerships throughout the community and gaining information that could provide direction for future marketing efforts.

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Section 10: Financial Plan This section outline the recommended 10-year cost feasible implementation plan developed for the Space Coast Area Transit 2027 TDP. First, the recommended transit services and capital plan to support the funded service plan (Cost Feasible Plan) for the next 10 years is summarized. Thereafter, a summary of the assumptions for capital and operating costs used in developing the 10-year costs and revenues for the recommended plan are presented. Finally, the financial and implementation plans for the recommended 10-year period are presented and the unfunded needs are identified.

10-Year Cost Feasible Plan Improvements The funded improvements included in the Space Coast Area Transit 2027 TDP were determined after an extensive public outreach program. Improvements were identified for both transit service improvements and capital improvements, which are summarized below and listed in the tables that follow.

Service Improvements • Heritage Parkway Route – The Cost Feasible Plan includes the addition of the Heritage Parkway route based on the expected award of FDOT service development grant funds. The Heritage Parkway route will add service in western Palm Bay. The estimated annual cost of the Heritage Parkway route is $528,600 (2018$) and will include additional complementary paratransit service ($393,300). Capital/Infrastructure Improvements • Replacement and Additional Vehicles – Replacement buses, replacement paratransit vehicles and vanpool vehicles, replacement support vehicles ($6,868,800). • Operating and Maintenance Facility – Engineering and design associated with facility upgrades ($45,000) may include preliminary design for new operating base. • Bus Stop Infrastructure Program – Improved infrastructure at bus stops, including benches, shelters, bicycle storage facilities, ADA accessibility, and other infrastructure ($865,500) improves customer experience, accessibility, and attracts new riders. • Update and Improve Security – Improvements to security at facilities and assets ($447,800). • Facilities and Maintenance Rehabilitation — Improvements to existing operations and maintenance facilities ($1,073,200). • Computer Hardware and Software – Update and replace hardware and software systems used in the administration, operation, planning, management, and maintenance of transit services ($549,100). • ITS/CAD/AVL System – Fund procurement of an integrated information system to support vehicle location, operations and dispatch management, and provide data and information to be used to inform customers of the status of service (where’s my bus?) and operations planning and management with detailed and specific information about service operations ($1,200,000). • Operations and Planning Studies – Fund operations planning studies designed to provide both focused service improvements as well as comprehensive restructuring of the existing transit network to achieve better, more cost-effective service to meet growth in mobility demand – fixed route, paratransit, and mobility on demand ($602,900). • Capitalized Operations Support – Federal capital funds used to support the cost of transit service operations ($3,305,800). These funds are used in place of local funding traditionally programmed to support operations.

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• Preventive Maintenance / Administrative and Indirect Costs – Funding to support on-going preventive maintenance on vehicles and facilities as well as associated administrative and indirect costs ($4,951,300). Cost and Revenue Assumptions This section presents the capital and operating costs assumptions, along with the costs and revenues associated with the 10-year Cost Feasible Plan.

Operating Cost Assumptions Numerous cost assumptions were made to forecast transit costs for the time period from 2018 through 2027. These operating costs assumptions are based on a variety of factors, including service performance data from SCAT, and information from other recent Florida TDPs. These assumptions are summarized as follows:

• An average annual inflation rate of 1.88% was used for all operating costs projections, based on discussions with SCAT staff. • Annual operating costs for existing services are based on SCAT’s FY2018 budget and inflated at 1.88% for each year thereafter. • Annual operating costs for future service enhancements are based on the projected annual service hours and cost per revenue hour of $69.85 for fixed-route service and $98.75 for paratransit service. The cost per hour was provided by SCAT staff based on actual costs. The operating cost per hours figures are inflated annually using the 1.88% factor. Table 10-1 illustrates the cost-feasible and costs associated with additional services over the 10-year period (2018-2027). Existing services are funded with cost of living adjustments to the existing revenue base, including fare revenue. Additional services are assumed to be funded with added fare box revenue associated with expanded services. In addition, expanded services are expected to generate additional federal formula funding and state grant funds. The remaining unfunded service expansion costs are assumed to be funded through additional (new) state and local sources. Additional information is provided in the Revenue Assumptions section below.

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Table 10-1: 10-Year Operating Plan

Operating 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 10-Year Total Operating Cost Maintain Existing Fixed-Route Existing $6,592,933 $6,712,325 $6,833,879 $6,957,634 $7,083,631 $7,211,909 $7,342,510 $7,475,476 $7,610,850 $7,748,676 $71,569,824 Maintain Paratransit Existing $4,628,847 $4,712,671 $4,798,013 $4,884,901 $4,973,362 $5,063,425 $5,155,119 $5,248,474 $5,343,519 $5,440,285 $50,248,617 Service/Frequency Improvements to Existing Services New $0 $0 $6,943,208 $7,068,943 $7,196,955 $7,327,286 $7,459,976 $7,595,070 $7,732,609 $7,872,640 $59,196,688 New Local/Express Service New $528,588 $538,160 $547,906 $557,828 $567,930 $4,222,044 $4,298,501 $4,376,343 $4,455,595 $4,536,282 $24,629,177 Complementary ADA Paratransit for New Fixed-Route Services New $393,256 $400,377 $407,628 $415,010 $422,525 $1,996,269 $2,032,420 $2,069,225 $2,106,697 $2,144,847 $12,388,253 Total Operating Cost $12,143,624 $12,363,534 $19,530,634 $19,884,316 $20,244,403 $25,820,933 $26,288,527 $26,764,588 $27,249,270 $27,742,730 $218,033,000 Operating Revenues Federal 5307 for Operating Existing Federal $4,304,328 $4,382,276 $4,461,635 $4,542,431 $4,624,690 $4,708,439 $4,793,705 $4,880,514 $4,968,896 $5,058,878 $46,725,791 Federal Other Existing Federal $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Aux Park and Ride - Advertising Revenues Existing Local $127,251 $129,555 $131,901 $134,290 $136,722 $139,197 $141,718 $144,285 $146,897 $149,558 $1,381,373 Other Directly Generated Funds Existing Local $159,397 $162,283 $165,222 $168,214 $171,260 $174,361 $177,519 $180,734 $184,007 $187,339 $1,730,335 Local Government Transit Contributions Existing Local Govt $1,859,453 $1,893,126 $1,927,409 $1,962,312 $1,997,848 $2,034,027 $2,070,862 $2,108,363 $2,146,544 $2,185,416 $20,185,360 Fare Revenue from Existing Services Existing Fares $1,574,755 $1,603,273 $1,632,306 $1,661,866 $1,691,961 $1,722,601 $1,753,795 $1,785,555 $1,817,890 $1,850,810 $17,094,812 State Govt Sources - Transit Allocation Existing State $4,118,440 $4,193,021 $4,268,953 $4,346,260 $4,424,967 $4,505,099 $4,586,682 $4,669,743 $4,754,308 $4,840,404 $44,707,877 Fare Revenue from Expanded Service (based on FRR) New Fare $59,771 $121,707 $1,024,289 $1,042,838 $1,061,723 $1,756,560 $1,788,370 $1,820,755 $1,853,728 $1,887,297 $12,417,038 New FTA 5307 (based on 50% of FTA formula / oper costs) New Federal $0 $179,997 $1,514,857 $1,542,289 $1,570,219 $2,597,837 $2,644,881 $2,692,778 $2,741,541 $5,582,376 $21,066,775 New FDOT Block Grant (50% unfunded balance) New FDOT $0 $0 $2,202,031 $2,241,908 $2,282,507 $4,091,406 $4,165,497 $4,240,931 $4,317,730 $3,000,326 $26,542,337 New Local Match - Operations (50% of unfunded balance) New Local $0 $0 $2,202,031 $2,241,908 $2,282,507 $4,091,406 $4,165,497 $4,240,931 $4,317,730 $3,000,326 $26,542,337 New Local Govt $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Operating Revenue $12,203,395 $12,665,238 $19,530,634 $19,884,316 $20,244,403 $25,820,933 $26,288,527 $26,764,588 $27,249,270 $27,742,730 $218,394,035

Revenues Minus Costs $59,771 $301,704 $0 $0 $0 $0 $0 $0 $0 $0 $361,475

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Capital Cost Assumptions Several assumptions were developed to project the costs for capital needs identified previously.

These capital cost assumptions are summarized as follows:

• New vehicles planned to be purchased under this Cost Feasible Plan included those necessary to replace vehicles within the existing fleet that have reached the end of their useful life and vehicles to implement new service. • Vehicles are assumed to cost $430,000 for a heavy duty fixed route passenger bus, $100,000 for a paratransit vehicle, and $50,000 for a support vehicle and vanpool/volunteers in motion vehicle. The vehicle unit costs are based on information provided by Space Coast Area Transit. • An annual growth rate of 1.88% was used for capital cost projections, based on the data available from recent regional cost of living index. Tables 10-2 and 10-3 illustrate the capital costs and funding requirements included in the 10-year Capital Cost Plan.

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Table 10-2: 10-Year Capital Cost Plan

Capital 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 10-Year Total Costs Vehicles $6,868,842 $3,359,760 $7,722,269 $865,362 $3,286,892 $514,126 $3,619,506 $3,741,745 $3,636,345 $3,396,618 $37,011,463 Replacement Buses - Maintain Existing Service - Fixed Route $4,718,842 $1,751,148 $1,782,859 $0 $0 $0 $2,873,331 $2,925,364 $2,978,340 $2,432,872 $19,462,754 Replacement Buses - Maintain Existing Service - Paratransit $2,000,000 $478,511 $487,177 $495,999 $504,981 $514,126 $523,436 $532,915 $542,566 $552,391 $6,632,102 Replacement of Support and VIM vehicles $150,000 $254,527 $103,655 $369,361 $53,721 $0 $222,739 $283,466 $115,440 $411,355 $1,964,263 Vehicles for Heritage Parkway $0 $875,574 $0 $0 $0 $0 $0 $0 $0 $0 $875,574 Expand Weekday Service from 5:30 AM to 10:30PM - 30 minute Hdwy $0 $0 $5,348,578 $0 $0 $0 $0 $0 $0 $0 $5,348,578 Vehicles for Expanded Fixed Route $0 $0 $0 $2 $1,898,952 $0 $0 $0 $0 $0 $1,898,955 Vehicles for Expanded Paratransit $0 $0 $0 $0 $829,237 $0 $0 $0 $0 $0 $829,237 Other Capital/Infrastructure $13,040,648 $10,114,407 $10,588,304 $10,642,347 $37,631,821 $11,157,609 $9,866,774 $11,111,832 $10,342,806 $11,459,161 $135,955,710 Transfer Hubs where three plus routes connect - Cocoa, Melbou- $0 $407,244 $414,618 $1,266,380 $0 $437,554 $0 $0 $0 $0 $2,525,796 Bus stops - signage, maps, shelters, bus stop upgrades $865,484 $0 $897,114 $0 $929,900 $946,740 $0 $981,339 $0 $1,017,204 $5,637,781 New Bus Operations and Maintenance Base $0 $0 $0 $0 $26,860,697 $0 $0 $0 $0 $0 $26,860,697 Park and Rides - 4 locations - FDOT Lead $0 $0 $0 $0 $0 $54,694 $55,685 $56,693 $57,720 $0 $224,792 CAD/AVL/ITS System - operations and public $1,200,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,200,000 Mobile Payment Application $66,734 $0 $0 $0 $0 $0 $0 $0 $0 $0 $66,734 Transit E-hailing MOD Application $0 $305,433 $0 $0 $0 $0 $0 $0 $0 $0 $305,433 Comprehensive Operations Analysis and Short Range Planning $590,581 $0 $0 $0 $0 $0 $0 $0 $0 $0 $590,581 Major TDP and TDSP Updates $0 $0 $0 $0 $268,607 $0 $0 $0 $0 $0 $268,607 Bus Stop Inventory and ADA Assessment - with Digital Dashboard $0 $183,260 $0 $0 $0 $0 $0 $0 $0 $0 $183,260 Fare Policy Evaluation and Title VI Assesment $0 $81,449 $0 $0 $0 $0 $0 $0 $0 $0 $81,449 Shared use Park and Ride Lot Agreements $0 $0 $82,924 $0 $0 $0 $0 $0 $0 $0 $82,924 Land Use and Transit Zoning Overlay Regulations $0 $0 $62,193 $0 $0 $0 $0 $0 $0 $0 $62,193 Mobility Partnership Agreements $0 $91,630 $0 $0 $0 $0 $0 $0 $0 $0 $91,630 SCAT Call Center Capacity and Training/Update Riders Guide $0 $76,358 $0 $79,149 $0 $82,041 $0 $85,040 $0 $88,148 $410,735 Rehab/Renovate Security System $55,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $55,000 Engineering & Design Admin Building $40,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $40,000 ADP Hardware and ADP Software $342,226 $0 $0 $0 $0 $0 $0 $0 $0 $0 $342,226 Security Equipment $334,776 $340,838 $347,011 $353,295 $359,693 $366,206 $372,838 $379,590 $386,464 $393,462 $3,634,173 Support Equipment $51,585 $52,519 $53,470 $54,439 $55,424 $56,428 $57,450 $58,490 $59,549 $60,628 $559,983 Rehab/Renovate Admin Facility $1,066,121 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,066,121 Lease Support Equipment $6,430 $6,546 $6,665 $6,786 $6,909 $7,034 $7,161 $7,291 $7,423 $7,557 $69,801 Radio/Communication Equipment Purchase $130,090 $132,446 $134,844 $137,286 $139,772 $142,303 $144,880 $147,504 $150,175 $152,895 $1,412,197 Rehab/Renovate Radios $10,000 $10,181 $10,365 $10,553 $10,744 $10,939 $11,137 $11,339 $11,544 $11,753 $108,555 Real Estate Appraisal $5,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $5,000 Administrative/Indirect Costs $400,061 $407,306 $414,682 $422,191 $429,837 $437,621 $445,546 $453,614 $461,829 $470,192 $4,342,877 Employee Education/Training $12,369 $12,593 $12,821 $13,053 $13,290 $13,530 $13,775 $14,025 $14,279 $14,537 $134,272 Purchase landscaping/scenic $7,124 $7,253 $7,384 $7,518 $7,654 $7,793 $7,934 $8,078 $8,224 $8,373 $77,335 Preventive Maintenance $4,551,245 $4,633,664 $4,717,575 $4,803,006 $4,889,984 $4,978,538 $5,068,694 $5,160,484 $5,253,936 $5,349,080 $49,406,206 Route-level Operational Performance Analysis $0 $0 $0 $0 $107,443 $0 $0 $0 $115,440 $0 $222,882 50% Federal share operating (Titusville and non-Titusville) $3,305,822 $3,365,687 $3,426,637 $3,488,690 $3,551,867 $3,616,188 $3,681,674 $3,748,346 $3,816,225 $3,885,334 $35,886,471 0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Costs $19,909,490 $13,474,167 $18,310,573 $11,507,709 $40,918,713 $11,671,735 $13,486,280 $14,853,577 $13,979,151 $14,855,779 $172,967,173

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Table 10-3: 10-Year Capital Revenue Plan

Capital 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 10-Year Total Revenues Federal Capital Grants (at 50% of non-veh capital) Existing Federal $12,445,696 $5,057,203 $5,294,152 $5,321,173 $18,815,910 $5,578,805 $4,933,387 $5,555,916 $5,171,403 $5,729,581 $73,903,227 Federal Capital - 5339 (at 50% of veh capital) Existing Federal $664,591 $1,679,880 $3,861,134 $432,681 $1,643,446 $257,063 $1,809,753 $1,870,872 $1,818,172 $1,698,309 $15,735,902 TD Trip Equipment (escalation based on CPI) Existing State $1,406,211 $1,431,676 $1,457,603 $1,483,998 $1,510,872 $1,538,233 $1,566,089 $1,594,449 $1,623,323 $1,652,720 $15,265,175 FDOT Block Grant (escalation based on CPI) Existing State $1,568,183 $1,596,581 $1,625,494 $1,654,930 $1,684,900 $1,715,412 $1,746,476 $1,778,103 $1,810,303 $1,843,086 $17,023,468 Local Government (at 25% of Federal share) Existing Local $2,999,078 $1,684,271 $2,288,822 $1,438,464 $5,114,839 $1,458,967 $1,685,785 $1,856,697 $1,747,394 $1,856,972 $22,131,288 Other Local (escalation based on CPI) Existing Local $825,731 $840,684 $855,908 $871,408 $887,188 $903,255 $919,612 $936,265 $953,220 $970,482 $8,963,753 FDOT Capital Grant Funds (50% unfunded balance) New State $0 $591,935 $1,463,730 $152,527 $5,630,779 $110,001 $412,589 $630,637 $427,668 $552,315 $9,972,180 Local Match - Capital Grants (50% un funded balance) New Local $0 $591,935 $1,463,730 $152,527 $5,630,779 $110,001 $412,589 $630,637 $427,668 $552,315 $9,972,180 Total Capital Revenue $19,909,490 $13,474,167 $18,310,573 $11,507,709 $40,918,713 $11,671,735 $13,486,280 $14,853,577 $13,979,151 $14,855,779 $172,967,173

Revenue Minus Cost $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

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Revenue Assumptions Revenues for fixed‐route service are based on information from previous National Transit Database and the FY2018 operating budget provided by SCAT staff. Annual revenues from federal, state, and local sources are based on SCAT’s FY 2018 budget and discussions with SCAT staff.

Annual operating and capital budgets are based on funding levels approved annually by the Brevard County Board of County Commissioners as well as funding sources, such as formula and discretionary grants, approved and secured by SCAT from FDOT, the Federal Transit Administration, and other public and private sources.

Figure 10-1 shows the distribution of revenues included in the 10-year Cost Feasible Plan.

Figure 10-1: Total Revenues Operating and Capital

Other Local Sources Fare Revenue 3% 8%

Local Govt Federal Grants Sources 40% 20%

State Grants 29%

The “Other Local Revenue” category includes advertising revenues and other directly generated funds. Existing and additional local, state, and federal funding sources are identified in Table 10-1, operating revenue, and Table 10-3 capital revenue. Revenue assumptions are further described below.

• Farebox revenues for existing service are escalated at an annual rate of 1.88%. Fare box revenue based on expanded services is based on the overall farebox recovery ratio based on FY2018 budget (13%). While it is recommended that SCAT review its fare structure periodically throughout the TDP horizon year, farebox revenue was not arbitrarily increased to account for fare increases. • Federal Section 5307 urbanized area formula funds can be used for operating expenses and capital expenditures. In the FY2018 operating budget, SCAT reflects Section 5307 revenues to equate to 38% of overall operating costs. Fifty percent of this ratio has been assumed to continue in the future to estimate 5307 funding associated with new services. While SCAT has the flexibility to use up to 45% of Section 5307 funds for operations, diverting funds from capital purchases can result in deferred vehicle replacement as well as investments in other infrastructure, technology

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needs. Delayed vehicle replacement typically leads to increased maintenance related operating costs. • FTA Section 5339/State of Good Repair Program funds with a 20% local match from Florida toll revenue credit revenue are assumed to be available to fund the new SCAT Operations and Maintenance Facility in the future. To be conservative, revenue estimates for future Section 5339 funds assume a 50% federal share and 50% state and local match. • Federal funds for planning studies for FY 2018 and beyond is based on the Space Coast Transportation Planning Organization’s (SCTPO) Transportation Improvement Plan (TIP). SCAT currently coordinates with the SCTPO and will continue to do so in the future to identify and leverage funding for projects and studies. • FDOT block grant funding is based on SCAT’s FY2018 budget and escalated by 1.88% thereafter. • FDOT service development grant funds are based SCAT’s FY2018 budget and are escalated by 1.88% thereafter for existing services. Future block grant funds for new services are estimated based on 50% of the unfunded project balance after existing and federal sources. These funds would require grant application and approval on a case-by-case basis. • There is an assumed 50% local match of the unfunded project and service balance costs after existing and federal sources are applied. These funds would require grant application and approval on a case-by-case basis and would require approval by the Brevard Board of County Commissioners. • Additional Brevard County funding may be required to cover any shortage in revenue for the provision of existing service based on the Brevard Board of County Commissioners’ historical commitment to fund existing transit services. The Commission may change this budgetary policy at will. If local funding to support continued transit services is not supported in any year, additional funding may be needed to maintain existing service or service modifications may be required. Presented in Table 10-4 is the summary 10-year Financial Plan 2018-2027, which combines cost feasible and unfunded operating and capital costs and revenue requirements. Table 10-4 is provided for planning purposes so that Space Coast Area Transit staff, the community, and funding partners can assess and program service and capital improvements and identify associated revenue streams.

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Table 10-4: Combined 10-Year Operating and Capital Costs and Revenue Requirements

Cost/Revenue 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 10-Year Total Operating Costs Maintain Existing Fixed-Route $6,592,933 $6,712,325 $6,833,879 $6,957,634 $7,083,631 $7,211,909 $7,342,510 $7,475,476 $7,610,850 $7,748,676 $71,569,824 Maintain Paratransit $4,628,847 $4,712,671 $4,798,013 $4,884,901 $4,973,362 $5,063,425 $5,155,119 $5,248,474 $5,343,519 $5,440,285 $50,248,617 Service/Frequency Improvements to Existing Services $0 $0 $6,943,208 $7,068,943 $7,196,955 $7,327,286 $7,459,976 $7,595,070 $7,732,609 $7,872,640 $59,196,688 New Local/Express Service $528,588 $538,160 $547,906 $557,828 $567,930 $4,222,044 $4,298,501 $4,376,343 $4,455,595 $4,536,282 $24,629,177 Complementary ADA Paratransit for New Fixed-Route S $393,256 $400,377 $407,628 $415,010 $422,525 $1,996,269 $2,032,420 $2,069,225 $2,106,697 $2,144,847 $12,388,253 Total Operating Cost $12,144,000 $12,364,000 $19,531,000 $19,884,000 $20,244,000 $25,821,000 $26,289,000 $26,765,000 $27,249,000 $27,743,000 $218,034,000 Capital Costs Vehicles Replacement Buses (Existing Service) $4,718,842 $1,751,148 $1,782,859 $0 $0 $0 $2,873,331 $2,925,364 $2,978,340 $2,432,872 $19,462,754 Replacement Paratransit Vehicles (Existing Service) $2,000,000 $478,511 $487,177 $495,999 $504,981 $514,126 $523,436 $532,915 $542,566 $552,391 $6,632,102 Replacement of Support Vehicles $150,000 $254,527 $103,655 $369,361 $53,721 $0 $222,739 $283,466 $115,440 $411,355 $1,964,263 Vehicles for New Transit Service $0 $875,574 $5,348,578 $2 $2,728,189 $0 $0 $0 $0 $0 $8,952,344 Non-Vehicle Capital Operating and Maintenance Facility $45,000 $0 $0 $0 $26,860,697 $0 $0 $0 $0 $0 $26,905,697 Transfer Hubs $0 $407,244 $414,618 $1,266,380 $0 $437,554 $0 $0 $0 $0 $2,525,796 Park-and-Ride and Shared Use Lots $0 $0 $82,924 $0 $0 $54,694 $55,685 $56,693 $57,720 $0 $307,715 Bus Stop Infrastructure Program $865,484 $183,260 $897,114 $0 $929,900 $946,740 $0 $981,339 $0 $1,017,204 $5,821,041 Security $447,791 $399,904 $407,146 $414,519 $422,026 $429,668 $437,449 $445,371 $453,436 $461,647 $4,318,957 Facilities Maintenance and Rehabilitation $1,073,245 $7,253 $7,384 $7,518 $7,654 $7,793 $7,934 $8,078 $8,224 $8,373 $1,143,456 Computer Hardware / Software / Applications $549,050 $448,060 $145,210 $147,839 $150,517 $153,242 $156,017 $158,843 $161,719 $164,648 $2,235,145 ITS/CAD/AVL System $1,200,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,200,000 Operations and Planning Studies $602,950 $185,672 $75,014 $13,053 $389,339 $13,530 $13,775 $14,025 $129,718 $14,537 $1,451,614 Capitalized Operations Support $3,305,822 $3,365,687 $3,426,637 $3,488,690 $3,551,867 $3,616,188 $3,681,674 $3,748,346 $3,816,225 $3,885,334 $35,886,471 Call Center Capacity Analysis and Training $0 $76,358 $0 $79,149 $0 $82,041 $0 $85,040 $0 $88,148 $410,735 Preventive Maintenance / Admin / Indirect Cost $4,951,306 $5,040,970 $5,132,257 $5,225,198 $5,319,821 $5,416,158 $5,514,240 $5,614,098 $5,715,764 $5,819,271 $53,749,083 Total Capital Cost $19,909,000 $13,474,000 $18,311,000 $11,508,000 $40,919,000 $11,672,000 $13,486,000 $14,854,000 $13,979,000 $14,856,000 $172,967,173 Revenues Federal Grants $16,750,024 $9,619,476 $11,270,643 $11,405,894 $25,010,819 $12,885,080 $12,371,973 $13,129,208 $12,881,840 $16,370,835 $141,695,793 Section 5339 Bus and Bus Facilities $664,591 $1,679,880 $3,861,134 $432,681 $1,643,446 $257,063 $1,809,753 $1,870,872 $1,818,172 $1,698,309 $15,735,902 State Grants $7,092,834 $7,813,214 $11,017,811 $9,879,624 $15,534,024 $11,960,150 $12,477,334 $12,913,863 $12,933,332 $11,888,851 $113,511,036 Local Govt Sources $4,858,531 $4,169,332 $7,881,992 $5,795,211 $15,025,973 $7,694,401 $8,334,733 $8,836,628 $8,639,336 $7,595,029 $78,831,166 Fare Revenue $1,634,526 $1,724,980 $2,656,596 $2,704,704 $2,753,684 $3,479,161 $3,542,165 $3,606,310 $3,671,617 $3,738,107 $29,511,850 Other Local Sources $1,112,378 $1,132,522 $1,153,031 $1,173,912 $1,195,170 $1,216,813 $1,238,849 $1,261,283 $1,284,124 $1,307,378 $12,075,461 Total Revenue $32,113,000 $26,139,000 $37,841,000 $31,392,000 $61,163,000 $37,493,000 $39,775,000 $41,618,000 $41,228,000 $42,599,000 $391,361,000

10-Year Cost Feasible Plan Total Revenue $32,113,000 $26,139,000 $37,841,000 $31,392,000 $61,163,000 $37,493,000 $39,775,000 $41,618,000 $41,228,000 $42,599,000 $391,361,000 Total Cost $32,053,000 $25,838,000 $37,842,000 $31,392,000 $61,163,000 $37,493,000 $39,775,000 $41,619,000 $41,228,000 $42,599,000 $391,002,000 Rollover from Prev. Year $0 $60,000 $361,000 $0 $0 $0 $0 $0 $0 $0

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10-Year Implementation Plan and Unfunded Needs The implementation plan in Table 10‐5 outlines improvements that are included in the Cost‐Feasible Plan from 2018 through 2027 (presented previously in Table 10‐1), as well as unfunded needs identified and associated funding assumptions. The cost-Feasible Plan includes the FY2018 budget as well as continuation of existing services. All new services and capital costs above existing revenue streams are subject to future funding availability, including new sources of revenue or revenue commitments by local government.

The table shows the implementation years, the operating and capital costs associated with each improvement, and whether existing or new revenues are anticipated to fund the improvement. It is important to emphasize that the schedule shown in the table does not preclude the opportunity to delay or advance any projects. As priorities change, funding assumptions do not materialize, or more funding becomes available, this project implementation schedule should be adjusted.

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Table 10-5: 10-Year Implementation Plan

Annual Total Capital Implementation Existing or New Improvement Operating Cost Cost Year Revenues (2018$) (2018$) Maintain Existing Service Maintain Existing Fixed-Route Service 2018-2027 $6,592,933 $19,051,399 Existing Maintain Existing Paratransit Service 2018-2027 $4,628,847 $8,596,365 Existing Improvements to Existing Routes Add Heritage Parkway Service with ADA coverage of 75% of route 2018-2027 $528,588 $875,574 N/A Weekday Headway 30-minute or better; 5:30-10:30 Span 2020 $5,825,768 New Add 60-minute or better Saturday Service; 6:00-10:00 Span 2020 $5,672,753 $6,418,294 New Add 60-minute or better Sunday Service; 8:00-8:00 Span 2020 $818,102 New New Service Expansion Fixed-Routes Palm Bay-Malabar - within ADA coverage 2023 $315,815 $940,741 New Malabar-Degroodt-Bayside - with ADA coverage of 50% of route 2023 $593,231 $940,741 New Malabar-San Filippo-Bayside - with 100% ADA cover 2023 $708,428 $940,741 New Melbourne-Sebastian via US1 - with ADA coverage of 60% of route 2023 $303,926 $470,370 New Palm Bay-Barefoot Bay-Sebastian via US1 - with 100% ADA 2023 $328,011 $470,370 New coverage Flex Routes Port St. Johns (Flex) - also serves ADA 2023 $585,340 $940,741 New Citrus-Canaveral-Cocoa (Flex) - also serves ADA 2023 $496,340 $940,741 New Capital/Infrastructure Improvements Operating and Maintenance Facility 2018-2022 TBD $26,905,697 Existing/New Transfer Hubs 2019-2023 TBD $2,525,796 Existing/New Park-and-Ride and Shared Use Lots 2020-2026 TBD $307,715 Existing/New Bus Stop Infrastructure Program 2018-2027 TBD $5,821,041 Existing/New Security 2018-2027 TBD $4,318,957 Existing/New Facilities Maintenance and Rehabilitation 2018-2027 TBD $1,143,456 Existing/New Computer Hardware / Software / Applications 2018-2027 TBD $2,235,145 Existing/New ITS/CAD/AVL System 2018 TBD $1,200,000 Existing Operations and Planning Studies 2018-2027 TBD $1,451,614 Existing/New Capitalized Operations Support 2018-2027 TBD $35,886,471 Existing/New Call Center Capacity Analysis and Training 2019-2027 TBD $410,735 Existing/New Preventive Maintenance / Admin / Indirect Cost 2018-2027 TBD $53,749,083 Existing/New

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Appendix A: Community Profiles

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Appendix B: Public Involvement Plan

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Appendix C: Flyers and Press Releases

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Appendix D: Public Involvement Materials

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Appendix E: On-Board Survey Instrument and Results

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Appendix F: Annual Farebox Recovery Report

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